Index
2023; Emerald Publishing Limited; Linguagem: Inglês
10.1108/s1745-886220230000017025
ISSN1745-8862
Tópico(s)Public-Private Partnership Projects
ResumoCitation (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, Bingley, 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 Book Chapters 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
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