LEADER 04706nam 2201333z- 450 001 9910595067403321 005 20231214133220.0 035 $a(CKB)5680000000080858 035 $a(oapen)https://directory.doabooks.org/handle/20.500.12854/92133 035 $a(EXLCZ)995680000000080858 100 $a20202209d2022 |y 0 101 0 $aeng 135 $aurmn|---annan 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aSustainability in International Business$eTalent Management, Market Entry Strategies, Competitiveness 210 $aBasel$cMDPI Books$d2022 215 $a1 electronic resource (288 p.) 311 $a3-0365-5155-7 311 $a3-0365-5156-5 330 $aIn 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. 517 $aSustainability in International Business 606 $aFilm, TV & radio$2bicssc 610 $awork family conflict 610 $atalent management 610 $asustainability 610 $abest practice 610 $adeveloping country 610 $amodernization 610 $awomen in society 610 $awomen in formal workforce 610 $acollectivist societies 610 $aPakistan 610 $aeconomic growth 610 $aenergy consumption 610 $aenvironmental pollution 610 $afinancial development 610 $aforeign direct investment 610 $ainstitutional quality 610 $apharmaceutical industry 610 $acost advantage strategy 610 $adifferentiation strategy 610 $aM& 610 $aA performance 610 $acontinental factors 610 $asustainability in international business 610 $asustainable organizational performance 610 $astructural equation modeling 610 $aUnited Arab Emirates (UAE) 610 $aHEI sustainability 610 $abullying 610 $acoping strategies 610 $aproblem-focused coping strategies 610 $amanagerial implications 610 $athe hidden cost of workplace bullying 610 $asupply chain 610 $amarket entry 610 $aentry mode 610 $aexclusive entry 610 $ajoint entry 610 $agig economy 610 $aplatform economy 610 $ascience mapping 610 $aWoS 610 $aservitization 610 $adigital economy 610 $asustainable tourism 610 $adestination competitiveness 610 $astakeholder's perception 610 $aAlgarve region 610 $aartificial intelligence 610 $aMNE 610 $aEMNE 610 $alocation decisions 610 $aresource configurations 610 $afsQCA 610 $aregional development 610 $aperformance 610 $aEuropean Union 610 $aforeign investors 610 $ahigh-tech industries 610 $arandom forests 610 $aCOVID-19 610 $aSMEs 610 $aPoland 610 $acrisis 610 $alearning organization 610 $aresilience 610 $asustainable competitiveness 610 $aregional competitiveness 610 $aregions 610 $aEU 610 $aCentral and Eastern European countries 610 $asustainable talent management 610 $atalent management practices 610 $aorganizational culture 610 $ahigher education sector 610 $ajob satisfaction 610 $afirm internationalization 610 $ainternational business 610 $aCEE countries 610 $aGMM model 610 $arandom effect model 610 $aaccess to finance 610 $aSMEs entrepreneur 610 $aentrepreneurial characteristics 615 7$aFilm, TV & radio 700 $aVisvizi$b Anna$4edt$01256877 702 $aVisvizi$b Anna$4oth 906 $aBOOK 912 $a9910595067403321 996 $aSustainability in International Business$93024120 997 $aUNINA