Explores the nature, configuration and influence of global elites; examines the impact of elites on transnational policy development and strategically on corporations as board members of PLCs and international joint ventures (IJV's), and provides a balanced view of how our present day elites operate. Chapters discuss global capitalism theory and the emergence of transnational elites; panopticism and elites; elites and the post-industrial age; the nature of Chinese elites; elitism, class and the democratic deficit: founding themes of the American republic ; the transnational power elite; board directors as elites in the context of international joint ventures; entrepreneurs as elites; migrant elites; leadership hubris.

(WORLD GOVERNANCE * GLOBAL ELITES * BUSINESS ELITES * GLOBAL CAPITALISM)

Provides the theoretical framework on how to manage crises in organizations. The authors connect crisis management theories with practical examples from Chinese companies and contribute to better crisis management not only in Chinese organizations, but also in organizations from other countries. Chapters focus on China's ideological, economic, and institutional transformation; type of crisis; crisis management process; crisis partnership; connections between crisis and enterprise life-cycle stages; crisis management, change management, and innovation management; ethics in connection with national culture; Chinese and Estonian crisis management comparison; Chinese organization crisis management cases.

(CRISIS MANAGEMENT * CHINESE ORGANIZATIONS)

Highlights the importance of interactive, practice-based learning as a means to promote more thorough innovation dynamics in regional and national economies. Successful experiences in Scandinavia and southern European countries are examined, with insightful policy lessons extracted from each case. Chapters on competence building in the learning economy, specialization in the knowledge economy, the role of “clusterpreneurs” in facilitating cluster evolution in peripheral regions, trajectories of learning, typologies of innovation, etc.

(INNOVATION POLICY * BUSINESS * LEARNING AND INNOVATION)

Management accounting has undergone significant evolution moving away from rigid budgeting programs and static output measures to comprehensive approaches of value identification and measurement. Provides case studies, commentary and analysis from international experts in management accounting across the contemporary focus areas. Contents focuses on budgeting and control systems, environmental management (CSR and sustainability reorting), intangibles and non-financial performance measures, and public sector management.

(BUSINESS * ACCOUNTING TRENDS * MANAGEMENT ACCOUNTING)

An exploration of the interplay between social responsibility, entrepreneurship and the common good, organized into four sections: 1) business and the common good (“ProspActive responsibility for a better society, sustainable contracts); 2) educating responsible entrepreneurs (introspection as moral courage, globally responsible entrepreneurial mindsets); 3) corporate social responsibility (CSR) challenges and the common good (measuring environmental impact of a product, social responsibility of fish farmers, ethical funds); and 4) CSR and entrepreneurship in emerging economies (Poland, Hungary, Lithuania, Iran, India).

(BUSINESS * CORPORATE SOCIAL RESPONSIBILITY * COMMON GOOD AND BUSINESS)

Climate change can have major impacts on business (and business can have major impacts on climate change). Risk management is a valuable way of framing climate change issues and for grappling with possible consequences of climate change. Key players involved in managing risks associated with climate change have learned a lot about how to protect themselves and others that all businesses can learn from. These key players are taking and can take ever-more valuable steps in the future not only to protect themselves and others from the negative consequences of climate change, but also to reduce and reverse the impact of the driving forces that are creating climate change. Global sustainability is a multi-faceted, global, multi-generational, economic, social, environmental, and cultural phenomenon and challenge to our species - a challenge we must meet on behalf of all generations and all species.

(SUSTAINABILITY * BUSINESS * CLIMATE CHANGE: MANAGING RISKS)

In-depth case studies of banks that were doing well during the financial crisis of 2007-2010. While other banks went bankrupt, were nationalized, or struggled for survival, some of the featured cases (ABN Amro Real, Banca Poplare Etica, Banca Prossima, BB&T, Cooperative Bank of Chandia, etc) increased market share, attracted more customers and avoided home evictions of their clients.

(BANKING * ETHICS AND BANKS)

Complexity and emergence (the appearance and impact of the new) can be the bane of managers and their organizations. Both threaten to upset adherence to predefined categories, which supposedly allows for efficiency. Discusses the social complexity approach, where dialogue and stories allow for the degrees of freedom needed for opportunities of emergence to take root; focuses on the experience of coherence and how such experiential lessons differ from establishment and maintenance of categories and labels; and offers a four-fold logic for discussing experiential coherence and the embrace of emergence in organizations of all sizes.

(METHODS * BUSINESS * COHERENCE AND COMPLEXITY * COMPLEXITY AND COHERENCE)

On the size, uses, and importance of corporate welfare in a number of welfare states. Chapters discuss 1) corporate welfare vs. social welfare; 2) the political economy of social-corporate welfare: competing interests and competing needs within various capitalisms; 3) globalization, competing interests, and governance; 4) varieties of support within various capitalisms (corporate welfare programs); and 5) welfare and the global economic crisis.

(BUSINESS * CORPORATE WELFARE * WELFARE: SOCIAL VS. CORPORATE)

The recent financial crisis has awakened a renewed sensibility to ethics in business and management, and an increasing interest in a better understanding of how ethics and economics are intertwined. Managers and executives must understand not just the moral value of ethical behavior, but also how this can strengthen and benefit the organization.

(BUSINESS * ETHICS IN MANAGEMENT)