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A note on regulatory technology (RegTech) describing its evolution, use cases, and the competitive environment in 2021.

This (C) case provides an update on the work of the Global Coalition for Adaptive Research (GCAR) and also illustrates how adaptive platform trials can nimbly respond to a global pandemic.

As founders of the software company Basecamp, Jason Fried and David H. Hansson were used to being the subjects of social media attention. Both maintained active and dedicated Twitter followings for their unique perspectives on management and life. But on April 26, 2021, Fried and Hansson found themselves in the spotlight for a very different reason: they had just publicly announced a new policy that would curtail the discussion of politics at work. The co-founders argued that this policy would prevent distractions and polarizing political differences that Basecamp employees could not hope to resolve amicably or productively. But just one day later, a number of their employees reached out to a journalist to report that Fried and Hansson were simply using their new policy to chill dissent about problematic practices within the company. The subsequent exposé yielded public outcry, and the co-founders were firmly in the crosshairs. In response, Fried held an all-hands meeting at the company to address the events, but tensions quickly escalated. Two hours into the meeting, one of his employees challenged Fried to publicly denounce another employee who had voiced an opinion on matters of racial bias and white supremacy that some viewed as deeply troubling. Basecamp, Fried had argued, could not afford to get distracted by talking politics at work. But could it afford not to?

Supplement to the (A) case.

In 2020, the EtonHouse International Education Group (EtonHouse) celebrated its 25th anniversary. Under the leadership of Ng Gim Choo, founder and managing director, EtonHouse has become a renowned education provider noted for its well-designed inquiry-based curriculum. Since its initial expansion in Singapore, the institution has spread across the world. Throughout its history, EtonHouse has faced many crises. However, employing paradoxical leadership, Ng has managed to accommodate conflicting demands and guide EtonHouse away from adversity. In early 2020, the coronavirus pandemic (COVID-19) posed an unprecedented challenge to EtonHouse. In addition to developing business strategies in response to COVID-19, Ng has been considering whether the time is ripe for handing over the reins to Ng Yi Xian, her son and EtonHouse successor. This multifaceted case study focuses on paradoxical leadership, women entrepreneurship, crisis management, and family business succession. It presents the entrepreneurial journey of a female protagonist, Ng, who established EtonHouse out of a passion for education and illustrates how she successfully addressed paradoxical challenges and navigated the company through crises. The dilemmas addressed in this case study concern whether Ng should delegate authority to her son to manage the COVID-19 crisis, and which EtonHouse should take to cope with COVID-19.

This case delineates how Fotile Group (hereinafter "Fotile") continuously upgraded its vision, mission and broader cultural system in its pursuit of becoming a "great company" and "delivering happiness to millions of families." Since its establishment in 1996, Fotile has attached great importance to corporate culture and invested substantial efforts to develop and transform its culture. Having gone through four main stages of exploration and development, Fotile devised a unique cultural system combining traditional Chinese culture with Western management theories. Since then, Fotile's unique culture has guided internal management. An employee management system promoted benevolence by providing love and care while assisting staff in finding material and spiritual fulfillment. In addition, Fotile's broadly-held consensus that "Culture is business" instructed the product development team to prioritize customers' happiness over profits and convey the firm's values via innovative and user-friendly products.

The case explores the origins of the Hong Kong-based remote working start-up FLYDESK. Part A centers on its founding and first fundraising round in 2019, when the tech accessories company Native Union seeks to invest in FLYDESK. First, it must obtain approval from Leitmotiv, the private equity firm that invested in Native Union. What are the benefits and risks for both FLYDESK and Native Union if they go ahead with Native Union's investment in FLYDESK? And are the potential synergies feasible enough for Leitmotiv to "green light" Native Union's investment in FLYDESK? Part B fast-forwards to 2020, when COVID-19 has hindered business operations and forced a large part of the workforce to work from home. After a successful first round of funding, FLYDESK faces a series of new challenges as many co-working spaces have had to limit capacity or shut down. The main one is to adapt its product strategy and incorporate new demands. Given its limited resources, what product offerings should it focus on? How to ensure that the product strategy is aligned with the business strategy? And can FLYDESK stay relevant and attractive to win another round of funding? The case captures various perspectives and factors that are key to the success of an early-stage start-up.

The case explores the origins of the Hong Kong-based remote working start-up FLYDESK. Part A centers on its founding and first fundraising round in 2019, when the tech accessories company Native Union seeks to invest in FLYDESK. First, it must obtain approval from Leitmotiv, the private equity firm that invested in Native Union. What are the benefits and risks for both FLYDESK and Native Union if they go ahead with Native Union's investment in FLYDESK? And are the potential synergies feasible enough for Leitmotiv to "green light" Native Union's investment in FLYDESK? Part B fast-forwards to 2020, when COVID-19 has hindered business operations and forced a large part of the workforce to work from home. After a successful first round of funding, FLYDESK faces a series of new challenges as many co-working spaces have had to limit capacity or shut down. The main one is to adapt its product strategy and incorporate new demands. Given its limited resources, what product offerings should it focus on? How to ensure that the product strategy is aligned with the business strategy? And can FLYDESK stay relevant and attractive to win another round of funding? The case captures various perspectives and factors that are key to the success of an early-stage start-up.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 1 begins with offering a short history of the evolving social and moral expectations regarding business, including the Ten Principles of the United Nations Global Compact. Consensus thinking in the Ten Principles helps to clarify rather than solve controversies surrounding a manager's role in the triple bottom line. Nevertheless, there are challenges with the Ten Principles, and managers and businesses should develop new competencies to help themselves create the triple-bottom-line value. Managers should be prepared to manage both for the risks and rewarding opportunities in terms of people (the direct impact the corporation has on its employees), the planet (the responsibility companies have toward the environment), and profit (sustainable value creation). Each of these three categories is discussed in depth. Johansen's ten new leadership skills are also outlined.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 2 introduces various frameworks and tools to understand the challenges of redesigning an organization for sustainability. One framework is the sustainability hexagon, which has expectancy, energy, ethics, essential materials, ecosystem, and economics as its six pillars of sustainability. Sustainability visions should always be defined first in the redesigning process. Reassessing strategies, redesigning value chains, and redesigning jobs are all next steps. When trying to instill a positive attitude toward sustainability, two main challenges are the interdisciplinary nature of the subject and people's various ideological positions. Framing sustainability issues in terms of stakeholders, resources, history, outcomes, or ideology can help promote sustainable innovation and design. Understanding the physical world is also useful in enhancing sustainability in the whole value chain.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 3 argues that privileging profit maximization is incompatible with sustainable development. Profit maximization tends to lead to inefficient tradeoffs and self-reinforcing systemic imbalances, which could then threaten economic and social institutions. Three premises are offered to see why this is the case: The purpose of modern organizations is to create economic value; economic value flows to capital, consumers, and/or labor; and transferring value between societal groups is not the same as creating economic value. A brief counterargument is provided. Shareholder maximization is incompatible with sustainable development because there isn't a distinction between creating or transferring value, companies can focus on transferring value rather than creating it, and value transfer can lead firms to make inefficient tradeoffs, which then contribute to social problems.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 4 explores the concept of corporate citizenship and its contributions to responsible, sustainable, and humanistic management. Three new ways to understand corporate citizenship are offered: Corporate citizenship can be seen as strategic because it contributes to the long-term sustainable development of business and society; the inclusive approach involves all activities addressing the expectations of various stakeholders; and the political approach discusses the role of corporations as governments. Globalization has been a driving force behind corporate citizenship. Masi Agricola and CMS Group are offered as two examples of applications of strategic corporate citizenship.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 5 looks at the importance and multiplicity of corporate impacts-points of connection between a business and its stakeholders. These impacts influence a company's ability to co-create value with multiple stakeholders at the same time. Two case studies are provided that highlight the various impacts of a corporation on multiple stakeholders simultaneously. Four areas of impact are explored: financial and risk-based, employees in the workplace, products and production, and communities' trust via information sharing. Multiplier effects, such as the extended value chain, transform how businesses create and destroy value. This chapter attempts to create a positive feedback loop integrating impact into business narratives. Value creation includes financial, employee, and consumer impacts. Corporations are in a unique position to co-create value with multiple stakeholders due to their scale, scope, and resources.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 6 discusses the importance and impact of cultural diversity. Understanding various types of cultural diversity and how social identities may unconsciously impact employees' recruitment, performance, and retention will help managers foster inclusivity in the workplace. Creating more inclusive workplaces is a moral imperative and brings advantages of a diverse workforce. Lack of awareness about cultural diversity leads to a less talented work pool, increased organizational turnover costs, and lower business competitiveness. Various aspects of diversity and how to promote them are discussed, including gender, race, socioeconomic status, age, and marital and parental status. It will continue to be essential for global managers to understand how to attract and retain top talent regardless of demographics and help those of differing identities work together effectively.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 7 argues that resolution of sustainability issues under a resource-constrained environment can be accomplished with design thinking and bricolage practices. Bricolage refers to making do with current resources and creating new forms and order from tools and materials at hand. Ecopreneurship is entrepreneurship through an environmental lens where sustainability is essential in motivating its basic approach. Specific challenges ecopreneurs face are described. Material and ideational bricolage are compared, and resource management theories are presented. A new approach integrating bricolage, design thinking, and creative self-efficacy is offered; this approach can be used to address environmentally sustainable issues.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 8 highlights challenges social entrepreneurs (SEs) face while promoting their cause, the range of sustainable products offered, and their goal of convincing potential customers that their products are good for the customer, society, and the environment. Marketing and social entrepreneurial business models can assist in achieving sustainable development goals. To balance the consumers' need for high-quality products and the SEs' goals of environmental safety and societal well-being, finding a middle ground is essential. This includes educating consumers, adopting professional marketing techniques, and creating customized communication for stakeholders. Sustainable consumerism is increasingly becoming the norm; entrepreneurs and managers working with sustainability-related products need to rethink their marketing strategy.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 9 explores the concept of synergy-a gain in performance attributable to group interaction. The behavior approach to creating synergy tries to measure how individual behavior is influenced by interaction; the humanistic approach presented in this chapter considers the idea that positive synergy can be created if interactions foster trust. This trust can motivate team members to take an active role in achieving a common goal. Creating positive synergy starts with recognizing that teams are communities of people tied together by a common objective. How people are able to flourish via social interaction is part of that interaction's positive outcome. How to build interpersonal trust and the character traits needed for it are discussed.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 10 discusses the importance of corporate social responsibility (CSR) reporting. A brief history of CSR reporting and how it has evolved and grown is provided. CSR reporting can be transformed into sustainability reporting in three stages: carrying out tactical actions related to specific issues, finding commonalities between issues, and integrating a sustainability strategy framework and reporting with a company's business strategies and stakeholder's expectations. All three stages are explored. The materiality assessment process is also outlined, including the need to define reporting boundaries, prioritize issues, and revise. Sustainability reporting will only become more widespread and less voluntary in the future.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 11 provides a framework for effectively organizing with a focus on the Purpose-Process-People. Industrial-era organizations relied on the economics-driven approach; however, that approach isn't an appropriate fit for information-era organizations. Rather than using a hierarchy- and control-based organizing structure, businesses should use a flat, networked, trust-based structure, which democratizes the process of recognizing problems and creating solutions. This, in turn, results in new roles for managers at all levels of the company. Various businesses are offered as examples in using this new way of organizing.

Big data continues to gather increasing interest in the business press as well as within the management literature. While this interest has spilled over into the realm of human resources (HR) management, solid evidence of its positive performance impacts is lacking. I explore three possibilities for this lack of evidence: (1) HR possesses big data but largely lacks the ability to use it; (2) HR does not actually possess big data; and (3) big data is generating value for HR and positively affects organizational performance, but the winners in the race to utilize big data in HR are not publicizing their successes. Following this, I discuss current forms of big data implementation, highlighting an evolutionary progression of implementations in various settings and emphasizing the importance of balancing deductive with inductive analytical approaches. Finally, I discuss conditions under which big data may hold greater value for the HR function, and I suggest ways managers and organizations can make the most of big data.