Sustainability in International Business

Talent Management, Market Entry Strategies, Competitiveness

Edited by
August 2022
288 pages
  • ISBN978-3-0365-5156-2 (Hardback)
  • ISBN978-3-0365-5155-5 (PDF)

This book is a reprint of the Special Issue Sustainability in International Business: Talent Management, Market Entry Strategies, Competitiveness that was published in

Business & Economics
Environmental & Earth Sciences
Social Sciences, Arts & Humanities

In a context best characterized by uncertainty and volatility, it is necessary to rethink the key concepts and assumptions underpinning the broad debate on international business. In brief, the world is more interconnected than ever, yet—as the cases of COVID-19 and the war in Ukraine confirm—supply chains are not immune to developments in politics and society. Other factors weigh in on the analysis too. Moreover, as the context in which businesses operate is ever more competitive, traditional approaches to building a competitive edge and succeed in foreign markets need to be reconsidered. Talent management might be the missing link. Hence, this book makes a case for a more direct engagement of the research community with this topic.

  • Hardback
© 2022 by the authors; CC BY-NC-ND license
work family conflict; talent management; sustainability; best practice; developing country; modernization; women in society; women in formal workforce; collectivist societies; Pakistan; economic growth; energy consumption; environmental pollution; financial development; foreign direct investment; institutional quality; pharmaceutical industry; cost advantage strategy; differentiation strategy; M& A performance; continental factors; sustainability in international business; talent management; sustainability; sustainable organizational performance; structural equation modeling; United Arab Emirates (UAE); talent management; HEI sustainability; bullying; coping strategies; problem-focused coping strategies; managerial implications; the hidden cost of workplace bullying; supply chain; market entry; entry mode; exclusive entry; joint entry; gig economy; platform economy; science mapping; WoS; servitization; digital economy; sustainable tourism; destination competitiveness; stakeholder’s perception; Algarve region; artificial intelligence; MNE; EMNE; market entry; location decisions; resource configurations; fsQCA; regional development; performance; European Union; foreign investors; high-tech industries; random forests; COVID-19; SMEs; Poland; crisis; learning organization; resilience; sustainable competitiveness; regional competitiveness; COVID-19; regions; resilience; EU; Central and Eastern European countries; sustainable talent management; talent management practices; organizational culture; higher education sector; job satisfaction; firm internationalization; international business; CEE countries; GMM model; random effect model; SMEs; access to finance; SMEs entrepreneur; entrepreneurial characteristics; Pakistan; n/a