The complex and networked economy arises a series of challenges for business competitiveness in order to develop or redefine business models and theories. This paper tries to capture a relevant part of our previous studies by emphasizing the challenges that business competitiveness has to cope and integrate, such as: behavioral model of management, firm competitiveness (leveraging tangible and intangible assets), new models of business (Panarchy Corporation and ambidexterity) and management functions.
The main focus of (the two parts of) this article is on the emerging countries and their development paths. Particularly, it emphasizes on the role and contribution of innovation (of all kinds, in all its forms) for multinational companies from emerging economies (EMNC); the entire research endeavor is placed under the auspices of the knowledge-based society - the one that makes knowledge the ultimate source of power, enabling entities to use and potentially multiply it at the same time at global scale. Analyzing the situation of some emerging economies (starting from their best ranked multinationals), the article draws some empirical and theoretical conclusions on the ways knowledge and innovation could become determinants of progress beyond national boundaries.
ISO 26000 represents a guidance on corporate social responsibility and it is, at the present time, one of the most important document on CSR in the world. Without being mandatory or regulated, ISO 26000 is focus on seven core subjects that have to be approached synergistic – governance, human right, labor, environment, business practices, consumer, and community – in order to achieve its goal. The present paper intends to present and analyze the seven core subjects of ISO 26000 from tow perspectives: by emphasizing the benefits of implementing the standard into the business strategy and by revealing the correlation between corporate social responsibility and sustainable development.
The main purpose of this paper is to identify the drivers of firm performance by exploring both quantitative indicators - based on accounting profitability, shareholder value and economic value – and qualitative approach – based on balanced scorecard and triple bottom line. A literature review will be provided in order to obtain an optimum mix of quantitative and qualitative drivers for firm performance, on one hand, and a case study will be conducted for emphasizing the importance of both approaches, on the other hand.
Startups and small businesses are facing many challenges in terms of financing their activities. These types of companies do not have the possibility to access capital market or to make IPO or to borrow money from banks like big, mature or well-known companies (who were at their beginnings startups or small businesses). They have to find different sources for financing their ideas/products/services that are in many cases very risky, hazardous or to ambitious. But, fortunately, the financing alternative for these companies have evolved during the last post crisis years. They have possibility to find some investors that are willing to invest in a non-name company by accessing crowdfunding platforms, impress angel investors, or attracting venture capital. All that in order to develop their business and to become a unicorn or to have a great exit.
The (two parts of the) paper aims to bring into discussion the case of CSR-based sustainable competitiveness of multinationals in emerging market economies, through an interdisciplinary approach (international business and strategic management) applied to a multilevel analysis (country and company). The main conclusion of the paper is that, despite the circumstances that nowadays characterize international business in general and the emerging market economies in particular, such a transformation in business models is not only desirable, but mandatory. Key arguments in favor of this assumption are found (both theoretically and empirically) at global/general level and, as well, at the emerging market economies’ level.
Premise: globalization represents both the fertile background and the accountable foreground that accompanies the evolution of TNCs/MNEs, within a self-enforcing spiral of co-evolution which gratifies the winners and discards the losers.
Argument: UNCTAD’s Top 100 non-financial TNCs/MNEs gathers together, since 1993, some of the most prominent winners of the above mentioned processes, making this instrument one of the best indicators and benchmarks in terms of both globalization and transnationalization – when analyzed at a given moment in time (for a particular year), and even more relevant when analyzed dynamically and by comparison.
Context: two major global shifts have occurred during the last decade or so: the global (financial and) economic crisis and its repercussions, and the rise of the emerging economies and of their TNCs/MNEs.
Aim: to depict the dynamics registered within the world’s top 100 non-financial TNCs/MNEs – in order to identify significant insights on how the world of TNCs/MNEs has evolved and its architecture (and inner composition) has changed – by fueling the two shifts mentioned above while internalizing their outcomes.
During the last few decades, the search for sustainability has experienced a tremendous momentum, encompassing all the levels of the global system. Fuelled by complex (both proactive and reactive) motivators, the process has surpassed the characteristics of an intellectual endeavor – more preoccupied by idealist goals, and less focused on the actual means to achieve them – and has proved that it can successfully be transposed into the corporate real world – of decision making, objective assessment, and relentless scrutiny. The paper aims to (broadly) explore the world of the most sustainable corporations – based on a descriptive (factual and dynamic) analysis of Corporate Knight’s annual rankings (2016-2018) of the Most Sustainable Corporations – in order to: (a). determine (by comparing and contrasting) the main features these organizations – able to transform the fuzzy concept of corporate sustainability into a coherent reality – display; and (b). set the premises for future (narrower) researches – aiming to explain the “how-s” behind the design, development and implementation of the strategies these corporations follow in their search for (sustainable) competitiveness.
Business sustainable competitiveness is a very complex concept. This complexity generates a variety of possibilities to define, to measure and to test it. The purpose of the paper is to develop the concept of businessness (for business sustainable competitiveness) by leveraging productivity, profitability, effectiveness and sustainability, at firm level. The interrelations between them, in terms of revenues per employee, return on assets, total assets turnover and Dow Jones Sustainability Index, were integrated into models/functions in order to develop, test and apply businessness. The article is about proposing functions (by using multiple discriminant analysis) in order to measure business sustainable competitiveness (businessness). The hypotheses and functions were tested using a sample of 500 companies (2000 observations) from Global Fortune 500. The results showed that there are direct and positive interrelations between the following items: number of employees, revenues, net income and total assets, but with different degree of correlations between groups. Therefore, it is very important to consider industry/group when conducting an analysis on business sustainable competitiveness.
Complexity is rapidly and inexorably leading the global economy towards new configurations and new dynamics; within this (ever fluid and unstable) framework, the strategic dualities that govern organizations and shape their strategic choices are not only multiplying but also interacting and generating unprecedented challenges: new pairs of (apparent) paradoxes occur, sophisticated interdependencies take place amongst them, and therefore new approaches in search for strategic solutions are imperatively asked. Against this background, the main goal of the paper is to suggest a paradigm of organizational ambidexterity – which gradually integrates various angles and valences into partial solutions and eventually comes up with a complex construct incorporating different levels of organizational ambidexterity and multiple patterns of ambidextrous behavior – able to (dynamically) position organizations on the coordinates of the complex global economy, while providing them with the essential tools needed to achieve strategic competitiveness. Thus, by addressing a major organizational challenge (strategic competitiveness) through the lens of complexity (seen both as defining feature of nowadays and science that provides the instruments to deal with it) and advocating for the solution of ambidexterity, the paper will enrich the theory of strategic management and will offer businesses an alternative to their strategic approaches.