Index
International Business and Sustainable Development Goals
ISBN: 978-1-83753-505-7, eISBN: 978-1-83753-504-0
ISSN: 1745-8862
Publication date: 31 July 2023
This content is currently only available as a PDF
Citation
(2023), "Index", van Tulder, R., Giuliani, E. and Álvarez, I. (Ed.) International Business and Sustainable Development Goals (Progress in International Business Research, Vol. 17), Emerald Publishing Limited, Leeds, pp. 367-377. https://doi.org/10.1108/S1745-886220230000017025
Publisher
:Emerald Publishing Limited
Copyright © 2023 Rob van Tulder, Elisa Giuliani and Isabel Álvarez
INDEX
Abuses and defenders, types of
, 350–352
Academic scholarship
, 152
Access to electricity
, 182, 185
equation coefficient
, 192
Actionability of stakeholders
, 268–270
Adaptive governance framework
, 87–88
Adaptive management
, 87
Addis Ababa Action Agenda (AAAA)
, 6, 141
Agencies
, 36
Agenda 2030
, 7, 10–11, 113, 181
Agriculture
, 301–302
Agroforestry
promise of
, 314–315
systems
, 315
Arcelor Mittal mining company
, 359
Assertive tactics
, 228, 234
Association of American Port Authorities
, 264
Association of European Development Finance Institutions (EDFI)
, 141
“Aymarazo” social–environmental conflict
, 352
Back-casting
, 8
Backward participation effects
, 297
Banking industry, corporate misbehavior in
, 329–330
BEPS 2.0
, 210
BEPS Action Plan
, 209–210
BEPS Inclusive Framework
, 217
Bibliometric analysis
, 54
Biofuel
, 23
Biophilic design
, 245
Blended finance investment
, 139
Bottom-up approach
, 11
Breusch–Pagan LM test
, 294
Building bridges
, 10–11
Business and Human Rights Resource Centre (BHRRC)
, 333, 350, 352
website
, 334
Businesses
, 32, 102, 112
case for SDG implementation for sustainability transformation
, 114–116
evidence of businesses abusing defenders
, 352–353
strategies
, 64
Canadian Bear Creek Mining Corporation
, 352
Carbon Disclosure Project
, 229
Carbon factor
, 179, 185–187
equation
, 192
growth equation
, 187
Carbon neutrality
, 250–251
Cascade of crises
, 4
Cascading CSR
, 212
CDC
, 140
Central and Eastern Europe
analysis
, 212
channels by tax impacts SDGs and measures
, 209–210
complex relationship between MNEs and SDGs
, 205–207
contribution of MNEs to achievement of SDGs
, 204–205
descriptive statistics
, 213–214
measuring impact of SDGs
, 207–209
non-financial disclosures
, 214–215
reasons for better and deeper tax reporting
, 217–218
role of tax revenues
, 210–211
impact of tax on SDG 10 in CEE countries
, 215–217
tax reporting and tax transparency
, 211–212
CEOs
activism
, 354, 358
emotions
, 359
experiences
, 355
identification with victims
, 358
ideologies
, 358
model reaction to defenders
, 353–361
narcissism
, 359
personal characteristics
, 359
social affirmations based on professional achievements
, 358
Child labor implications for MNEs with social media
, 19–20
Chinese government
, 160
Circularity
, 127
journey of
, 124–128
City of New Orleans Office of Economic Development
, 89
Climate change
, 113, 129, 227
conceptualization of climate change and impression management tactics
, 227–230
data analysis
, 231
disclosures of companies
, 227
findings
, 232
impression management tactics
, 233–236
methodology
, 230
sample
, 230–231
theoretical background
, 227
Clusters
, 59
Co-creation of value
, 123–124
Coercive pressures
, 331
Coffee
, 309
crops
, 315
overview of coffee GVC connected to Latin America
, 312–314
paradox
, 310
Collaboration
, 127
Collective intelligence
, 8
Community resilience concept
, 86
Companies
, 327
impacts on SDGs
, 36–40
Computers
, 293, 303–304
Conception process
, 51, 57
Content analysis
, 231
Control variables
, 165–166, 334–335
Core activities
, 35, 67
Corporate activities
, 34
Corporate misbehavior
in banking industry
, 329–330
econometric analysis
, 335
institutions, state ownership and
, 332–333
institutions and
, 331
methodology
, 333
results
, 335–337
sample and data
, 333
state ownership and
, 331–332
theoretical background and hypotheses
, 329
variables
, 333–335
Corporate social (ir)responsibility and role of MNEs
, 24–26
Corporate social responsibility (CSR)
, 56, 146, 206, 354
Corporate sustainability
, 36, 103, 353
efforts
, 105
tensions
, 104, 106
Country-by-country reporting (CbCR)
, 203
in CEE Countries
, 212–215
COVID-19 pandemic
, 18, 84, 86, 247
Creating shared value
, 136–137
Cultivation
, 312–313
Cultural and creative industries (CCIs)
, 12, 152
control variables
, 165–166
cultural SDGs
, 160–165
density of CCI networks
, 156–158
empirical analysis
, 159
firms
, 159–160
model specification
, 166
networks of
, 154–155
ownership network density
, 165
research setting and network identification
, 159
results
, 166
role of international ties
, 158
scale
, 165
and SDGs
, 155–156
theory
, 154
Cultural SDGs
, 160–165
Cultural services
, 266
Cultural sustainability
, 242, 246
Culturally sustainable HQ building, visions of
, 255–256
Culture spaces
, 246
Custodian agencies
, 8
Danish corporations
, 146
Danish DFI
, 141
Defensive tactics
, 228, 234
Democratic design
, 122
Density of CCI networks
, 156–158
Dependent variable
, 333–334
Desarrollo Energéticos (DESA)
, 346
Developing countries
, 18, 25
Development finance institutions (DFIs)
, 12, 136, 146
and contributions to SDGs
, 138–139
hybrid challenges
, 140
“Development in transition” approach
, 286
“Diagnosis-action” model
, 67
Digital services tax (DST)
, 210
Disassociation
, 234
Doing–no–harm practices
, 329
“Doughnut” model
, 115
Dutch banks
, 330
Dynamic capabilities approach
, 288
Dynamic ecosystems
, 114
Econometric analysis
, 294
Econometric model
, 294
Economic sectors impact SDGs
, 33–36
Economically sustainable HQ Building, visions of
, 254–255
Ecosystems
approach
, 270
ecosystem-based port design framework
, 265
motivations and actionability of stakeholders
, 268–270
ports as
, 264–265
services approach
, 266, 275–277
Electricity
, 181
Emerging markets
, 18
business in
, 19
Environmental, social, and governance (ESG)
, 140
Environmental defenders
, 348
Environmental Kuznets Curve
, 183
Environmental migrants
, 24
Environmental movements
, 348
Environmental upgrading
, 315
in Latin American coffee global value chain
, 309
Environmentally sustainable HQ building, visions of
, 250–252
European Commission (EC)
, 22
European Green Deal
, 22–23, 265
European Sea Port Association
, 264
Finance gap
, 205
Financial crisis (2008)
, 330
Financial inclusion
, 138
Financial resources
, 14
Flexible decision making processes
, 87
Flexible learning-based approaches
, 87
Food companies
, 36
Foreign Direct Investment (FDI)
, 136, 178–179, 287–288
data collection and analysis
, 141
DFI’s hybrid challenges
, 140
DFIs and contributions to SDGs
, 138–139
impact of FDI on SDG 7
, 182
hybridity
, 139
IB literature and SDGs
, 136–138
IFU’s balancing of SDG impact and profit
, 141–146
income level of FDI country of origin
, 184–185
income level of recipient country
, 182–184
literature review
, 136
methods
, 140
per capita
, 186
research setting and case selection
, 140–141
strategies
, 138
Foreign firms
, 184
Foreign investment
, 178
Forward participation effects
, 295–297
Four-step method
, 161
aggregating into composite score
, 164
data collection
, 161–164
indicator selection
, 161
rescaling and normalizing
, 164
Frontera Energy
, 352
Future-facing approach
, 13
Gap Frame
, 69
Gender inequality
, 293, 295
Generalized method of moments (GMM)
, 189
Glass ceiling effect
, 291
Global reporting initiative (GRI)
, 62, 89
framework
, 72
Global Resilience Institute’s I-RES methodology, The
, 88
Global stakeholders
, 328
Global value chains (GVCs)
, 14, 19, 286, 289, 309
data and methodology
, 290–291
descriptive analysis
, 292–294
literature review
, 287–290
regression results
, 294–298
results
, 292
Governance (G)
, 205
Green technologies
, 180
Green transition
, 22–24
Greenhouse gases (GHG)
, 120, 227, 264
Gross domestic product (GDP)
, 159, 291
Hausman specification test
, 294
Headquarters buildings (HQ buildings)
, 243, 257
of MNCs
, 243–244, 249
High–tech GVCs
, 292
Home Country’s Institutional Quality
, 334–335
Home institutions
, 333
Human rights
, 333
Human rights defenders
, 350
defining and characterizing
, 346–348
evidence of businesses abusing defenders
, 352–353
model of CEOs’ reaction to defenders
, 353–361
risks of being defender
, 348–350
types of abuses and defenders
, 350–352
Human rights violations
, 330
corporate misbehavior as
, 333
Hybrid governance approach
, 7–8
Hybrid management strategy
, 139
Hybrid organization
, 140
Hybridity concept
, 139
IKEA
ambition
, 120
becoming climate positive
, 120–121
Circular Product Design Guide
, 123
climate footprint throughout value chain
, 120
climate report
, 120
co-creation of value
, 123–124
engagement with SDGs and improvement of entire IKEA ecosystem
, 119–120
fair and equal
, 121
healthy and sustainable living
, 120
journey of distributed and regenerative transformation by (re-)design
, 122–123
lessons from
, 116
meatballs
, 123
mission
, 127
narratives of sustainability transformation
, 121–122
People & Planet Positive strategy
, 122
regenerating resources, protecting ecosystems, and improving biodiversity
, 121
research design
, 116
restaurants
, 123–124
transforming into circular business
, 120
values
, 124
as values-based global enterprise
, 117–119
Impact measurement and management of business on SDGs
companies impacts on SDGs
, 36–40
economic sectors impact SDGs
, 33–36
managing impact
, 41–43
Impression management
, 228, 237
tactics
, 233–236
Impression management tactics
, 228–229
assertive tactics
, 228
defensive tactics
, 228
Inclusive approach
, 276
Inclusive port development
, 269
Inclusive strategy
, 269
Income level of recipient country
, 182–184
Independent variables
, 334
Inequality
, 287, 289–290
Information and communication technologies (ICTs)
, 287
Ingka Group
, 116
Innovation
, 287, 296
centers
, 289
Institutional isomorphism
, 331
Institutional voids
, 331
Institutions
, 206
and corporate misbehavior
, 331–333
Integrated framework
consolidating recommendations in
, 64
contextualize for actionability
, 66–67
defining strategic SDGs
, 68–70
impact
, 72
SDG integration
, 71
SDG report and communication
, 72
set specific goals and targets
, 70
understanding SDGs
, 67–68
Integrated Resilience Enhancement Solution methodology (I-RES methodology)
, 84–85
adaptive governance framework
, 87–88
analysis framework
, 88
functional analysis
, 89
key resilience challenges and opportunities identified in I-RES process
, 92–93
overview of resilience and I-RES methodology
, 88–89
overview of SDGs and gaps in progress
, 85–87
in practice
, 89–94
resilience solutions for NOLA and SDGs
, 93–94
theoretical background
, 85
Integrative framework
, 104
Integrative system
, 314
Intensification of global competition
, 184
Intention–realization gap
addressing
, 52–53
from MDGs to SDGs
, 51–52
new paradigm with sizable
, 50
research contribution and chapter organization
, 54–55
research gaps and opportunities to accelerate SDG agenda
, 53
role of IB discipline
, 53–54
SDGs predecessors
, 50–51
Inter IKEA Group
, 117
Internal nexus approach
, 70
International Association of Port Cities
, 264
International Association of Ports and Harbors
, 264
International business (IB)
, 5, 53, 204
addressing complexities in implementing SDGs in
, 102
challenge for IB profession
, 10–11
child labor implications for MNEs with social media
, 19–20
corporate social (ir)responsibility and role of MNEs
, 24–26
critical role for MNEs
, 5–6
difficult to walk the talk
, 8–10
discipline
, 53–54, 57
factors
, 6–8
general challenges for
, 11
green transition
, 22–24
implications for IB literature
, 147
literature and SDGs
, 136–138
nexus challenges
, 12
paradox lens for IB research
, 106–108
research
, 53, 244
researchers
, 18–19
scholars
, 5, 53, 147, 243
SDGs and current issues in
, 18–19
social sustainability and innovation
, 21–22
sustainable development
, 102–103
understanding SDG-related tensions in MNEs
, 104–106
understanding tensions emerging addressing SDGs
, 103–104
International Coffee Organisation (ICO)
, 309
International Labour Organization, The
, 19
International ties, role of
, 158
International trade and production
, 286
International Year of Creative Economy for Sustainable Development
, 152
Investment Fund for Developing Countries (IFU)
, 136, 141, 144, 146
balancing of SDG impact and profit
, 141
fund level
, 143–144
hybridity balancing approach for SDG purpose and profit
, 142–143
implications and contribution
, 146
implications for IB literature
, 147
implications for MNEs
, 146–147
organizational mission
, 142
path toward SDGs
, 141–142
portfolio level
, 142–143
project level
, 144–146
Investment process
, 144
Isomorphic pressures
, 331
coercive pressures
, 331
mimetic pressures
, 331
normative pressures
, 331
IWAY (IKEA supplier code of conduct)
, 123
Jiew Kang Juy palm oil company
, 351
Journal of Cleaner Production
, 59
Journal of International Business Policy (JIBP)
, 59, 137
Journal of International Business Studies
, 59
“Just transitions” framework
, 311–312
Key performance indicators (KPIs)
, 37
Koç Holding
, 231–232, 234
Latin American coffee global value chain (Latin American coffee GVC)
, 309
just transitions
, 311–312
overview of coffee GVC connected to Latin America
, 312–314
promise of agro forestry
, 314–315
role of voluntary standards and certifications
, 315–317
trade-offs
, 317–318
Leading firms
, 289
Learning-based collaborations
, 87
Least square dummy variable method (LSDV)
, 189
“Leave no one behind” principle
, 164
Legitimacy
, 229, 331
Livelihoods
, 310
Megacities
, 265
Micro-factors
, 67
Millennium Declaration
, 50
Millennium Development Goals (MDGs)
, 50–51, 207, 226
scorecard
, 56
to SDGs
, 51–52
Mimetic pressures
, 331
Mineral Commodities Limited
, 350
Mineral Sands Resources (2017)
, 350
Minimization technique
, 230
Minimum effective tax rate (METR)
, 211, 217
Ministry of Foreign Affairs of Denmark
, 141, 144
Min–max rule
, 38
Mixed activities
, 35, 67
Mixed method
, 55–56
Motivation
, 269
primary motives
, 269
secondary
, 269
of stakeholders
, 268–270
Multi-stakeholder dialogue
, 115
Multinational companies
, 102, 105
Multinational corporations (MNCs)
, 87, 108, 242
data analysis
, 248
data collection
, 247–248
findings
, 249–256
methodology
, 246
Stora Enso HQ
, 246–247
sustainable buildings and office design
, 245–246
sustainable cities and HQ buildings of
, 243–244
Multinational enterprises (MNEs)
, 4, 18, 71, 105, 112–113, 136, 138, 146, 192, 269, 288
child labor implications for MNEs with social media
, 19–20
complex relationship between SDGs and
, 205–207
contribution of MNEs to achievement of SDGs
, 204–205
corporate social (ir)responsibility and role of
, 24–26
critical role for
, 5–6
implications for
, 146–147
SDG implementation for sustainability transformation
, 124–128
SDG-related tensions in
, 104–106
strategic challenges for
, 11–12
Multinational firms
, 158
Multiple imputation techniques
, 186
Multiple regression models
, 166
National Enterprise Credit Information Publicity System (NECIPS)
, 159
Natural materials
, 255
Neo-institutional theory
, 331
Network analysis
, 34, 160
Network density
, 165
Networks of CCIs
, 154–155
New Orleans Business Alliance
, 89
New Orleans East
, 89
economy of
, 91
I-RES resilience solutions for NOLA and SDGs
, 93–94
key resilience challenges and opportunities identified in I-RES process
, 92–93
Nexus approach
, 42, 272
Non-financial disclosures
, 214–215
Non-financial reporting indicators
, 224
Non-governmental organizations (NGOs)
, 4, 102, 108, 328, 347
Normative pressures
, 331
Nuclear powers
, 23
Office design
, 245–246
Opposed activities
, 35, 67
Organizational theory of hybrid organizations
, 137, 139
Organizations
, 21
Ownership networks
of cities
, 160
of local CCIs
, 169
Paradox theory
, 106, 108
Paris Climate agreement
, 6
People & Planet Positive strategy
, 119
Peripheral activities
, 35
Peripherical activities
, 67
Permanent International Association of Navigation Congresses
, 264
Petronas
, 231–232
Policy-level Trade-offs
, 182
Pollution haven hypothesis (PHH)
, 25, 183
Port city
context
, 266
development
, 268
ecosystem
, 265, 272
interface
, 264
Ports
, 264
authorities
, 273
“do good” approaches of port authorities
, 273–274
“do no harm” approaches
, 274–275
as ecosystems
, 264–265
ecosystems services and SDG engagement
, 275–277
ecosystems services approach
, 266–270
general findings
, 271–272
methodology
, 270, 277
port authorities’ engagement with SDGs
, 272–273
research findings
, 270
Post-COVID-19 workplace
, 245
Post-harvest processing techniques
, 310
Private business
, 182
Private finance
, 139
Private investors
, 178
Private sector development
, 138
Processing
, 313
Public-CbCR
, 211
Public–Private Partnership (PPP)
, 144
Public–private sector
, 86
“Ratcheting-up” theory
, 185
Real–estate investment strategy
, 250
Redistribution
, 210
Regression results
, 294
backward participation effects
, 297
forward participation effects
, 295–297
Representation/rule of law
, 210
Repricing
, 210
Research and development (R&D)
, 291
Research gaps and opportunities to accelerate SDG agenda
, 53
Resilience
, 41
indicators
, 98–100
overview of
, 88–89
propositions
, 89
Responsibility
, 127
Reuse, refurbishment, remanufacturing, and recycling (four loops)
, 123
Revenue
, 210
Roasting
, 313
Robeco (three-step assessment process)
, 37
controversies
, 37
procedure
, 37
product
, 37
SDG Framework
, 38
Sustainable Investing Research team
, 38
Santa Ana (mining project)
, 352
SDG Compass
, 54, 66, 72
Compass +
, 64
limited research on practical relevance of
, 63–64
model
, 64
tool
, 63
“Seed to cup” process
, 314
Services
, 307–308
Shared value
, 136
concept
, 137
for DFIs
, 139
Sinohydro
, 346
Skepticism
, 24
Slow progress
, 10
Small-and medium-sized firms (SMEs)
, 139
Social media
child labor implications for MNEs with
, 19–20
platforms
, 20
Social networks
, 157
Social sustainability and innovation
, 21–22
Social-ecological systems (SES)
, 41
Socially sustainable HQ Building, visions of
, 252–254
Societal transformation
, 113
Society
, 112
Socio-ecological systems
, 87
Sphere of influence concept
, 269
Stakeholders
, 84
dialogue
, 127
motivations and actionability of
, 268–270
State ownership
, 335
and corporate misbehavior
, 331–333
Strategic Lawsuits Against Public Participation (SLAPP)
, 349–350
Strategic SDGs
, 68–70
Sub-Saharan Africa (SSA)
countries
, 181
energy systems
, 192
Sustainability
, 104, 116, 123, 310 (see also Corporate sustainability)
challenges in port city
, 266
of companies
, 231
concept
, 152
performance
, 269
ratings
, 39
reports
, 226, 229–230
Sustainability Day
, 117
Sustainability tensions
, 103, 105
in MNE
, 107
Sustainability transformation
business case for SDG implementation for
, 114–116
contributions, implications, and future research
, 128–129
lessons from IKEA
, 116–124
MNE SDG implementation for
, 124–128
narratives of sustainability transformation
, 121–122
SDGs as basis for
, 113–114
Sustainable architecture
, 257
Sustainable buildings
, 245–246
Sustainable business
, 121
Sustainable city
, 244
of MNCs
, 243–244
Sustainable development
, 18, 32–33, 41, 102–103
positive and negative impacts of companies on
, 40
Sustainable development goals (SDGs)
, 4–5, 152, 311, 317
agenda
, 6, 114
alignment
, 67
as basis for sustainability transformation
, 113–114
CCIs and
, 155–156
change
, 105
channels by tax impacts SDGs and measures
, 209–210
companies’ impacts on SDGs
, 36–40
complex relationship between MNEs and
, 205–207
context
, 105–106
contextualizing
, 13–14
contribution of MNEs to achievement of
, 204–205
critical role for MNEs
, 5–6
and current issues in IB
, 18–19
DFIs and contributions to
, 138–139
difficult to walk the talk
, 8–10
“do good” approaches of port authorities
, 273–274
“do no harm” approaches
, 274–275
economic sectors impact SDGs
, 33–36
ecosystems services and SDG engagement
, 275–277
ecosystems services approach
, 266–270
engagement
, 275–277
four key barriers to engage with
, 61
four main recommendations for effective SDGs implementation
, 61–62
framework
, 8, 103, 153
and gaps
, 85–87
general findings
, 271–272
happy confluence of factors
, 6–8
hybrid governance approach
, 9
I-RES resilience solutions for
, 93–94
IB literature and
, 136–138
IFU hybridity balancing approach for SDG purpose and profit
, 142–143
IFU’s path toward
, 141–142
IKEA’s engagement with SDGs and improvement of entire IKEA ecosystem
, 119–120
implementation for sustainability transformation
, 112, 114–116
Indicators Database
, 291
integration
, 71
integration in business strategy
, 62
list of projects and SDG targets
, 282–284
level
, 105
managing impact
, 41–43
from MDGs to
, 51–52
measuring impact of
, 207–209
methodology
, 270
methodology considerations
, 277
owner
, 71
port authorities engagement with
, 272–273
ports as ecosystems
, 264–265
predecessors
, 50–51
progress
, 161
report and communication
, 72
research findings
, 270
SDG 2
, 32
SDG 3
, 32
SDG 6
, 32
SDG 7
, 37, 179
SDG 8
, 155
SDG 9
, 32, 155
SDG 10
, 155, 204
SDG 11
, 22, 160, 242
SDG 12
, 160
SDG 13
, 32, 37
SDG 16
, 37
SDG 17
, 24, 84, 108, 153
SDG-related tensions in MNEs
, 104
SDG-washing challenges
, 14
strategic selection process
, 69
strategy
, 69
understanding tensions emerging addressing
, 103–104
volume
, 11–14
Sustainable HQ building
, 251
visions of
, 249
visions of culturally sustainable HQ building
, 255–256
visions of economically sustainable HQ building
, 254–255
visions of environmentally sustainable HQ building
, 250–252
visions of socially sustainable HQ building
, 252–254
Sustainable production
, 316
System-level synergy
, 192
System-level trade-offs
, 181–182
Systemic partnerships
, 85–86
Tax on SDG 10 in CEE countries, impact of
, 215–217
Tax reporting and tax transparency
, 211
voluntary decisions for transparent reporting and disclosure
, 212
Tax revenues
, 210
role of
, 210–211
Telecommunications
, 305–306
Three-dimensional concept
, 122
Top-down approach
, 11
Tourism industry
, 166
Trade in Value Added (TiVA)
, 291
Trade-offs
, 317–318
background and research questions
, 181
in FDI effects on SDG
, 181
impact of FDI on SDG 7
, 182–185
methodology
, 185
model
, 187–189
results
, 189–193
sample and variables
, 185–187
SDG 7 in SSA Countries
, 181–182
Transformation lab (T-lab)
, 116
Triple Bottom Line (TBL)
, 115, 242
Two-equation model
, 180, 187
UN Global Compact
, 63
UN Global Compact Progress Report (2019), The
, 9
United Health Group
, 227
United Kingdom (UK)
, 352
United National Environment Programme (UNEP)
, 242, 244
United Nations (UN)
, 4, 18, 32, 152, 226, 265
roadmap
, 86
SDGs
, 242, 328
United Nations Act
, 265
United Nations Conference on Sustainable Development (2012)
, 56
United Nations Convention on the Law of the Sea
, 272
Universal Declaration of Human Rights (1948)
, 333
Upgrading strategies
, 311
US Economic Development Administration
, 91
Value added (VA)
, 291
Value chain mapping
, 69
Values-based global enterprise, IKEA as
, 117–119
Values-based service experience
, 123
Variables
, 333
control
, 334–335
dependent
, 333–334
independent
, 334
Varma (Mutual Pension Insurance Company)
, 247
Volkswagen Group
, 231
Walking the talk
, 8
consolidating recommendations in integrated framework
, 64–72
four key barriers to engage with SDGs
, 61
four main recommendations for effective SDGs implementation
, 61–62
IB discourse
, 57–58
IB research
, 56–57
implementation as key area for research
, 63
increasing attention relatively concentrated in few journals and authors
, 59–60
limitations
, 73–74
limited research on practical relevance of SDG compass
, 63–64
main findings
, 56
new paradigm with sizable intention–realization gap
, 50–55
research
, 74
research design
, 55–56
Washington Consensus
, 287
Web of Science platform
, 20, 56
WHO Air Quality Guidelines
, 164
Wooldridge test
, 294
World Business Council for Sustainable Development
, 330
World Governance Indicators (WGI)
, 334
World Port Sustainability Platform
, 270
WPSP portfolio
, 276
YouTube (Social media platforms)
, 20
- Prelims
- Part I: General Challenges for IB Scholarship
- Chapter 1: Introduction: International Business Scholarship and the Sustainable Development Goals (SDGs): Seizing Opportunities, While Tackling Challenges
- Chapter 2: International Business and the SDGs: Current Issues and Future Directions
- Chapter 3: Measuring and Managing the Impact of Business on the SDGs
- Part II: Strategic Challenges for MNEs
- Chapter 4: Walking the Talk: Making the SDGs Core Business – An Integrated Framework
- Chapter 5: Catalyzing Progress Toward the UNs' SDGs: Building Systemic Partnerships Across Organizations Using the I-RES Methodology
- Chapter 6: Addressing the Complexities in Implementing SDGs in International Business
- Chapter 7: SDGs and Strategic Priorities of MNEs for Sustainability Transformation: Lessons from IKEA
- Part III: The Nexus Challenge
- Chapter 8: Balancing Purpose and Profit in Foreign Direct Investment: How Development Finance Institutions Promote the SDGs While Being Profitable
- Chapter 9: The Nexus Between Cultural and Creative Sectors and the Sustainable Development Goals: A Network Perspective
- Chapter 10: Trade-offs in FDI Effects on SDGs in Sub-Saharan Africa Countries
- Part IV: Contextualizing the SDGs
- Chapter 11: Tax Impact of Multinationals in Central and Eastern Europe on Sustainable Development Goals
- Chapter 12: Climate Change Disclosures of Companies in Selected Developed and Emerging Countries with Impression Management Perspective
- Chapter 13: Multinational Corporations in Sustainable Cities: The Case of a Sustainable Headquarters Building
- Chapter 14: Ports and the Sustainable Development Goals: An Ecosystems Approach
- Chapter 15: Possibilities for Upgrading High-tech GVCs Toward Stronger SDG Performance
- Chapter 16: Tensions on the Road Toward Just Transitions in the Latin American Coffee Value Chain
- Part V: SDG-washing Challenges
- Chapter 17: Corporate Misbehavior in the Banking Industry: What Role Does the State Play?
- Chapter 18: Saving the Planet is Not for Everybody: A Model of CEOs' Reactions to Human Rights Defenders
- Index