Sustainable Cross-Border Business Models
A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".
Deadline for manuscript submissions: closed (31 December 2021) | Viewed by 43405
Special Issue Editor
Interests: knowledge management; cross-culture management; management philosophy; career development
Special Issues, Collections and Topics in MDPI journals
Special Issue Information
Dear Colleagues,
The COVID-19 outbreak, as an unprecedented global public health emergency (GPHE), has exerted profound and long-term impacts on the integration of global cultures, industry chains and production networks. The world economy was projected to contract sharply by 3.2 per cent in 2020 (Mukaram, 2020), while cultural values of different nations have collided at ever-increasing velocity during the pandemic. The continuously deteriorating Sino–U.S. political and trade conflict is one of the most prominent events. As a result, the GPHE has posed a wide range of nascent challenges, particularly those pertaining to corporate social responsibilities (CSR), to cross-border business models (CBMs), whose value logic, comprised of value proposition, creation, delivery and capture mechanisms, is involved with multi-cultural stakeholders such as employees, suppliers and customers (Chin, Wang, and Rowley, 2020; Chin, Shi, Rowley, and Meng, 2020).
For instance, due to the tentative cessation of cross-border transportation and air travel, especially the planes used simultaneously for passengers and freight, international trades have been massively disrupted. This indicates an urgent need to re-restructure or re-design the value chain systems of CBMs for a variety of products with an integrative consideration of ecological, social and economic value. Despite the difficulties encountered, we have also seen a staggering rise in digital service demands and cyber industries, as the Internet and e-commerce services have become an indispensable prerequisite for people’s basic needs, such as food, hygiene and medical products delivery, amid the spread of COVID-19. This implies new growth windows for firms to build more effective digital infrastructures/platforms to improve their CBMs. Looking at the ongoing arguments on the coexistence of threats and opportunities, as well as CSR and economic concerns, we conclude that achieving “sustainability” will become more important than ever when firms develop and operate CBMs in the post-COVID era. This requires a fundamental re-thinking and, therefore, deeper, more comprehensive research integrating two relatively abstract concepts of CBMs and sustainability from broader, multi-level perspectives.
In this vein, we thus organized this Special Issue on “sustainable cross-border business models”. It aims to advance our knowledge and understanding of how and why firms incorporate sustainability as a major driver, a means/technique, a practice or an ultimate goal when devising, formulating, implementing, renewing and reconfiguring the value logic of CBMs in highly uncertain times. It is also interesting to examine the role of entrepreneurship, leadership, innovation, dynamic capabilities and knowledge-management practices (e.g., knowledge sharing and knowledge integration) in coping with cross-cultural conflicts coupled with economic recessions for creating sustainable CBMs during the pandemic and onwards. We welcome conceptual, theoretical, qualitative or quantitative papers related to relevant topics and issues. Contributions should report original research that is not under consideration at any other journal.
Dr. Tachia Chin
Guest Editor
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Keywords
- business model
- sustainability
- cross-border
- cross-culture
- business model innovation
- value logic
- value creation
- value proposition
- value delivery
- value capture
- innovation
- entrepreneurship
- knowledge management
- sustainable supply chain
- sustainable value chain
- production networks
- dynamic capability
- e-commerce
- corporation social responsibility
- public health emergency
- health care
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