Index
Creating a Sustainable Competitive Position: Ethical Challenges for International Firms
ISBN: 978-1-80455-252-0, eISBN: 978-1-80455-249-0
ISSN: 1876-066X
Publication date: 2 October 2023
This content is currently only available as a PDF
Citation
(2023), "Index", Ghauri, P.N., Elg, U. and Hånell, S.M. (Ed.) Creating a Sustainable Competitive Position: Ethical Challenges for International Firms (International Business and Management, Vol. 37), Emerald Publishing Limited, Leeds, pp. 251-261. https://doi.org/10.1108/S1876-066X20230000037014
Publisher
:Emerald Publishing Limited
Copyright © 2023 Pervez N. Ghauri, Ulf Elg and Sara Melén Hånell
License
This work is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of these works (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode.
INDEX
Action, Collaboration, Transformation (ACT)
, 81
Africa
, 187, 201
Agenda 2030
, 60, 76
Alignment
, 22–23
Alliance for Beverage Cartons and the Environment (ACE)
, 143
Alpa (Swedish company)
, 85
American Marketing Association (AMA)
, 34
Apple
, 77, 85
Audit-based governance strategy
, 202
Authentic approach
, 97
Aware™
, 47
B2B Textiles
circular economy and textile recirculation from technical perspective
, 41–43
ethical challenges in marketing textiles
, 38–39
ethical challenges related to current production and consumption patterns
, 37
managerial implications
, 51–53
managing circular economy value chain
, 43–46
Schijvens’ response to ethical challenges in marketing corporate fashion
, 46–50
Bangladesh
, 102–103
H&M and water management in
, 120–122
whole environment agenda really challenging in
, 103–104
Biogas
, 41
Biological nutrients
, 40–41
Biomass
, 200
Blending
, 158
Bohinj ECo Hotel
, 82–83
Bonsucro
, 140
Bottom-level stakeholders
, 99
Brand commitment
, 223, 227
Brundtland Commission Report
, 130
Business (es)
, 37, 69, 133
continuity concept
, 211
finance
, 146–147
governance
, 144–145
networks
, 142–144
ownership
, 145–146
paradigms
, 61
purpose
, 141
redesigning business pillars
, 141
sustainability
, 155
Buyer–seller relationships in global markets
, 155
Carbon neutrality
, 181
Carbon Trust certification
, 143
Carbon Trust-certified carbon neutral Tetra Rex line of packaging
, 140
Case study
, 99, 105
approach
, 136
of competing institutional logics
, 158
of international firms
, 159
Certificate of Authenticity
, 48, 51
Chemicals
, 207
recycling
, 42
Children Safe Zones
, 22
Chinese suppliers
, 168
Circular business models
, 182
Circular economy (CE)
, 6, 35, 39, 179, 199, 201
business model
, 181, 192
managing circular economy value chain
, 43–46
practices
, 183–185
principles
, 34–35, 37, 43, 48, 53, 180
system
, 183
from technical perspective
, 41–43
Circular supply chains
, 44
Circular value chain
, 44
Clean energy
, 69
Climate change
, 119
Climate strategy
, 104
Closed-loop production process
, 51
Closed-loop supply chains (CLSC)
, 202, 204
Coca Cola
, 123
Collaborative dynamics
, 202
Collaborative relationships
, 210
Company strategies
, 29
Competing institutional logics in global markets towards sustainability, case study of
, 159–161
Competing logics
, 155, 163, 167
Competitive advantage
, 60, 79, 238–239
de-growth lead to
, 83–85
Competitive position
, 2
international firms driving sustainable and ethical business practices
, 2–3
structural and cultural variations between markets
, 3
Consumers
, 154
Convenience sampling method
, 226
Conventional supply chains
, 51
Conventional textile industry
, 38
Cooperative advantage, de-growth strategies for
, 84–85
Cooperative stakeholder networks
, 45
Corporate crisis team (CCT)
, 211
Corporate Environment Director
, 210
Corporate fashion, Schijvens response to ethical challenges in marketing
, 46–50
Corporate social responsibility (CSR)
, 78, 94
Corporate strategy
, 2, 13
Corporate Sustainable Reporting Directive (CSRD)
, 240, 242, 245
Corporate To Do List
, 133, 135, 138–139
COVID-19 pandemic
, 29, 206
Credibility
, 18–19
Dairy processing
, 140
Decision process
, 192
Decision-making process
, 145, 203
Declaration on Fundamental Principles and Rights at Work (1998)
, 199
Deep decarbonization of economy
, 239
De–growth
de-growth-adapted product design
, 84
de-growth-oriented standard setting
, 85
lead to competitive advantage
, 83
strategies for competitive and cooperative advantage
, 84–85
Design for X
, 182
Design process
, 40
Dishwasher
, 24
Do-it-yourself (DIY)
, 160
Doing Mission Zero
, 139, 141
Doughnut economics
, 130, 133–135
Doughnut Economics Action Lab (DEAL)
, 133
Dunkin
, 65
E-commerce context, relationships in
, 222
Eco-design approach
, 210
Education
, 50
Electronics industry
, 200
Embedded sustainability
, 82–83
Emerging markets
, 60
context
, 94
settings
, 95
Empirical data
, 14
Empirical material
, 161
Energy-consuming process
, 42
Environment, health and safety (EHS)
, 209
Environmental, social and governance (ESG)
, 4, 29
Environmental sustainability
, 22, 78
Environmental-related issues
, 201
Ericsson (company)
, 23
Ericsson case, The
, 26
Ethical behavior
, 2, 7
importance of international firms for achieving sustainability goals
, 3–7
sustainability and competitive position
, 2–3
Ethical business practices, international firms driving sustainable and
, 2–3
Ethical challenges in marketing textiles
, 38–39
Ethical challenges related to current production and consumption patterns
, 37
Ethical leadership
, 112, 115
challenge of water management in readymade garment production
, 119–120
conceptual framework
, 116–117
data collection and analysis
, 118–119
ethics and sustainable development in MNEs
, 113–115
findings
, 119
H&M and Water Management in Bangladesh
, 120–122
H&M as water steward
, 122–123
method
, 117
theoretical background
, 113
Ethics in MNEs
, 113–115
EU Green Deal, The
, 181, 239
EU with the Emissions Trading System (EU ETS)
, 238
European Green Deal, The
, 238
European organizations
, 76
European Semiconductor Industry Association (ESIA)
, 210
European Union (EU)
CE Action Plan
, 181
challenges for
, 241–242
CSRD and Taxonomy
, 240–241
mapping and reporting of sustainability risk among listed firms and investors in Sweden
, 243
survey design
, 243
survey results
, 243–246
Sustainable Finance Platform
, 238–239
Taxonomy on Sustainable Development
, 240
Extended value chain, sustainability of
, 208–211
External organizations
, 142
Fair Wage project
, 81
Fair Wear Foundation
, 48
Fairphone
, 85
Fashion industry
, 186
Fashion retailer
, 160
Fast-fashion companies
, 101
Finance
, 146–147
Financial firms
, 243
Financial investors
, 154
Firms
, 181, 247
infrastructure
, 45
sustainability strategy
, 243
Flygskam
, 85
Focus group analysis
, 229
Food waste
, 61, 64
crisis
, 64–65
Foreign direct investment (FDI)
, 198
Forest Stewardship Council (FSC)
, 18
Forest Stewardship Council-certified carton (FSC-certified carton)
, 140
Fossil fuels
, 200
Fridays for Future
, 76
Frugal production techniques
, 192–193
Gama (Turkish textile company)
, 48
Gases
, 207
Global consumers
, 220–221
sustainable orientation
, 221
Global corporations
, 60, 63, 67–69
food waste crisis
, 64–65
global waste crisis
, 62–64
innovations to tackle waste crisis
, 67–70
plastic waste crisis
, 65–67
Global fashion company
, 105, 108
Global fashion retailer aiming to become climate positive
, 101–102
Global institutional logic
, 167
Global markets
, 167
case study of competing institutional logics in global markets towards sustainability
, 159–161
competing logics for sustainability in
, 156–157
contesting global market practices towards sustainability with institutional logics navigation
, 164–167
navigating competing institutional logics in global markets towards sustainability
, 161–167
supporting global market practices towards sustainability with institutional logics navigation
, 161–164
sustainability values in
, 155–156
Global multinationals
, 76
Global municipal solid waste
, 63
Global Partnership for Sustainable Development
, 202
Global Reporting Initiative’s sustainability reporting guidelines
, 239
Global stakeholders, need to engage
, 104–105
Global sustainability
, 15, 167
approach
, 15, 17
building attractive cases
, 21–22
contributions
, 3–6, 26–29
creating alignment
, 22–23
developing internal support
, 15
establishing legitimate sustainability network position
, 18–21
establishing long-term salient structures
, 24
establishing sustainable practices
, 16–18
monitoring and safeguarding sustainability achievements
, 25
presenting incentives and gains lead to action
, 21
relevance for organization
, 15–16
relevance for SDGs
, 29–30
research method
, 13–15
resistance and inertia
, 23–24
structures and processes for further development
, 25
Global textile industry
, 34, 38
Global value chains (GVCs)
, 4, 198–199, 200–204
Global waste crisis
, 62–64
Governance
, 144–145, 147
Governments
, 2
Grassroots movements
, 76
Green Deal, The
, 239
Green-washing
, 240
Greenhouse Gas Protocols
, 139
Greenpeace
, 18
Hennes & Mauritz (H&M)
, 3, 15, 19, 24, 76–77, 79–82, 112, 117, 119
in Bangladesh
, 120–122
Conscious Actions Sustainability Report
, 120
Group
, 120–121
sustainable solutions
, 81
as water steward
, 122–123
Home improvement retailer
, 160
IKEA
, 13–14, 16–17, 19, 21, 77, 85, 137–139, 141–142, 144, 147
People and Planet Positive strategy report
, 138
sustainability strategy
, 139
urban farming initiative
, 145
Incident Review Board
, 25
Incremental reductionist approach
, 53
IndustriALL
, 81
Industry
, 205
building resilience against uncertainty in semiconductor industry
, 206
semiconductors and sustainability
, 205–206
Inertia
, 23–24
Influential theories
, 222
Informal sectors
, 63
INGKA group
, 143
Ingka group
, 146
Innovations
, 44
process
, 144, 247
waste capitalization through
, 69–70
Institutional logics
, 154, 156, 163
approach
, 155
case study of competing institutional logics in global markets towards sustainability
, 159–161
competing logics for sustainability in global markets
, 156–157
contesting global market practices towards sustainability with institutional logics navigation
, 164–167
dissonance
, 157
literature review
, 155
navigating competing institutional logics in global markets towards sustainability
, 161
navigation techniques among competing institutional logics towards sustainability
, 157–158
outcomes of navigation among competing institutional logics
, 167–168
supporting global market practices towards sustainability with institutional logics navigation
, 161–164
sustainability values in global markets
, 155–156
theoretical perspective
, 158
Institutions
, 203
Intentional marketing design approach
, 34
Inter IKEA group
, 146
Interinstitutional system
, 156
International business (IB)
, 2, 113
contexts
, 62
literature
, 95
researchers
, 202
International dimension
, 156
International firms
, 2, 154
contributions to global sustainability goals
, 3–6
driving sustainable and ethical business practices
, 2–3
importance of international firms for achieving sustainability goals
, 3
importance of small and large international firms
, 6–7
International Labour Organization (ILO)
, 16, 201
International online brands
analysis
, 229–231
limitations and future research suggestions
, 232–233
managerial implications
, 232
pre-study
, 225
quantitative data collection project
, 226–227
relationships in e-commerce context
, 222
research methods and results
, 225
results from main study
, 228–229
sustainability orientation
, 222–224
theoretical background and hypothesis development
, 222
theoretical implications
, 231
validity
, 227–228
International online business models
, 220
International platforms
, 18
International production networks
, 202
Internet, The
, 220
Internet of Things (IoT)
, 207
Isomorphic process
, 170
Landfilling
, 62
Large corporations
, 67
Learning process
, 116
LED-lighting
, 24
Legitimacy
, 18–19
Legitimate sustainability network position
credibility and legitimacy
, 18–19
establishing
, 18
stakeholder relationships for sustainability
, 20–21
Lego
, 77, 85
Linear systems
, 62
LISREL analysis
, 227
Local communities
, 192
Local Motors
, 85
Local stakeholders
, 114
need to engage
, 104–105
Logics for sustainability in global markets, competing
, 156–157
Lund University
, 136–137
Manufacturing process
, 189
Marketing
approach
, 53
ethical challenges in marketing textiles
, 38–39
research field
, 222
response to tackle ethical challenges in marketing management
, 39
scholars
, 223
Markets (see also Global markets)
market-positioning strategies
, 154
structural and cultural variations between
, 3
values
, 154
Materiality exercise
, 209
Materiality matrix
, 209
McCafe
, 65
Mechanical recycling process
, 42
Metals
, 200
Milestone-based approach
, 144
Milk project
, 27–28
Minerals
, 200
Mobile manufacturers
, 85
Model’s reliability
, 228
Multi-level approach
, 132
Multinational enterprises (MNE)
, 3, 12, 16, 19, 29, 94, 77, 101, 105, 108, 112, 130–133, 198
ethics and sustainable development in
, 113–115
internal organization
, 24
largest production markets for
, 102–103
MNE-led sustainability efforts
, 131
sustainability approaches
, 78
Multinationals
, 113
analysis
, 105
Bangladesh
, 102–103
data collection and analysis
, 99–101
empirical findings
, 101
global fashion retailer aiming to become climate positive
, 101–102
goal
, 102
implications
, 107–108
method
, 99
need to engage local and global stakeholders
, 104–105
proactive CSR approach
, 105
with proactive CSR approach
, 95
proactive CSR approach
, 96–99
strategic-oriented or Stakeholder-oriented Practices
, 106–107
theoretical framework
, 95
whole environment agenda really challenging in Bangladesh
, 103–104
Multiple logics
, 156
Narrative analysis techniques
, 100
NasdaqOMX stock exchange
, 243
Natural fibres
, 42
Natural gas
, 103
Natural resources
, 200
Navigation techniques
, 164, 167
among competing institutional logics towards sustainability
, 157–158
approach
, 161
of blending
, 158, 165
of replacement
, 166
Neon
, 206
Networks
, 142–144
NextGenerationEU
, 238
Nike
, 85
Non-Financial Reporting Directive (NFRD)
, 240
Non-governmental organizations (NGOs)
, 2, 19, 21, 97
North American Free Trade Agreement (NAFTA)
, 199
NVIVO 12 software package
, 78
Operation National Sword
, 63
Organic waste
, 62
Organisation for Economic Co-operation and Development (OECD)
, 60
Guidelines for Multinational Enterprises
, 239
Organizational fields
, 157, 167
Our Strategy 2030
, 140
Ownership
, 145–146
Palladium
, 206
Panafrica
, 186
committed brand
, 188–192
contextual factors
, 181–182
creation on brand
, 187
literature review
, 181
managerial capabilities and practices
, 182–183
methodology
, 185–186
practical implications
, 193
SMEs and CE practices
, 183–185
theoretical contributions
, 192–193
Paradoxical environments
, 167
Paris agreement
, 16
Paris Climate Agreement
, 238
Patagonia (company)
, 85
People, Planet, Perception and Profit (4P)
, 144
People’s Republic of China
, 163
Personal protection equipment (PPE)
, 66
Physical risks
, 242
Pillars of Business
, 141
Plant-based polymer packaging
, 146
Plastic waste
, 69
crisis
, 65–67
Plastic-producing corporations
, 67
Plastics crisis
, 66
Porter’s linear value chain model
, 44
Porter’s value chain approach
, 35
Poverty alleviation
, 19
Primary data
, 100, 118
Prioritization process
, 209
Proactive CSR
approaches
, 96–99, 105
practices
, 95, 99
Procurement
, 44
Product-service systems
, 183
Production process
, 186
Prototypes
, 189
Purchase intention
, 227
Purpose
, 141–142
Qualitative case studies
, 14, 117
Quantitative data collection project
, 226–227
R-strategies
, 47, 51
Rana Plaza disaster
, 38
Range Upgrading Program
, 26
Re-cycle-box
, 47
Re-cycle-rolcontainer
, 47
Reactive approach
, 95
Reactive CSR approach
, 94, 106
Readymade garment production, challenge of water management in
, 119–120
Recycling
, 189
activities
, 63
materials
, 48
Redistribution mechanisms
, 156
Regenerative business models
, 133
Relational exchange approach
, 232
Relationship-oriented researchers
, 222
Remapping
, 52
Resilience
, 202–204
building resilience against uncertainty in semiconductor industry
, 206
synergy
, 211–213
Resilience management system (RMS)
, 211
Resistance
, 23–24
Responsible business alliance (RBA)
, 208
Responsible Supply Chain
, 208
Retriever Business database
, 100, 118
Samsung
, 85
SBTi
, 142
Schijvens (Dutch company)
, 37
Corporate Fashion
, 46–47
response to ethical challenges in marketing corporate fashion
, 46–50
Scholars
, 36
Science, Technology, Engineering and Mathematics (STEM)
, 210
Science-Based Targets initiative (SBTi)
, 140–141
Secondary data sources
, 100
Secondary markets
, 65
Semiconductor
building resilience against uncertainty in semiconductor industry
, 206
industry
, 206
manufacturing process
, 207
Silicon
, 207
Single in-depth case studies
, 185
Single-stream systems
, 63
Small-and medium-sized enterprises (SMEs)
, 6, 76, 192 (see also Multinational enterprises (MNE))
practices
, 183–185
Social license
, 4
Social movement organizations
, 160
Social sustainability
, 78, 200
logic
, 163
perspective
, 202
social sustainability-related issues
, 201
Society
, 2
Socio-technical regime
, 132
Stakeholders
, 2–3, 78, 82
CSR approach
, 97, 99, 107–108
involvement
, 96–97
relationships for sustainability
, 20–21
stakeholder-oriented practices
, 106–107
Starbucks
, 65
Start-up
, 189
STMicroelectronics (ST)
, 200
case of
, 204
GVCs, sustainability and resilience
, 202–204
GVCs and sustainability
, 200–202
industry
, 205–206
overview of company
, 206–207
sustainability of extended value chain
, 208–211
value chain
, 207–208
Strategic CSR approach
, 96, 106
Strategic-oriented practices
, 106–107
Subcontractors
, 200
Supply chain
, 20
Sustainability
, 2, 21, 34, 36, 50, 60, 76, 145, 154, 156, 170, 200–206
approach
, 35
Bohinj ECo Hotel
, 82–83
building capability for sustainability
, 209–211
case study of competing institutional logics in global markets towards
, 159–161
competing logics for sustainability in global markets
, 156–157
contesting global market practices towards sustainability with institutional logics navigation
, 164–167
de-growth lead to competitive advantage
, 83–85
demands
, 168
of extended value chain
, 208
goals setting
, 209
H&M
, 79–82
importance of international firms for achieving sustainability goals
, 3–7
international firms driving sustainable and ethical business practices
, 2–3
mapping and reporting of sustainability risk among listed firms and investors in Sweden
, 243–246
method
, 77–78
navigating competing institutional logics in global markets towards
, 161–167
navigation techniques among competing institutional logics towards
, 157–158
orientation
, 222–224, 226
practices
, 94, 96
and resilience synergy
, 211–213
as source of sustainable advantage
, 85–88
stakeholder relationships for
, 20–21
strategy
, 13, 140, 209, 244
structural and cultural variations between markets
, 3
supporting global market practices towards sustainability with institutional logics navigation
, 161–164
sustainability as source of competitive advantage
, 78
sustainability-orientated consumption
, 222
sustainability-oriented consumers
, 221–222, 226
values in global markets
, 155–156
Sustainable advantage, sustainability as source of
, 85–88
Sustainable Apparel Coalition
, 25
Sustainable approach
, 189
Sustainable Brand Index, The
, 137
Sustainable competitive advantage
, 79, 86–87
Sustainable de-growth
, 83
Sustainable development
, 130, 155, 181
in MNEs
, 113–115
Sustainable development concept
, 76, 155
Sustainable Finance Platform
, 240–241
Sustainable innovations
, 132
conceptual framework
, 135–136
data analysis
, 138
doughnut economics
, 133–135
findings
, 138
innovation for sustainable development
, 131–133
mapping corporate to do list
, 138–141
methodology
, 136
redesigning business pillars
, 141–147
theoretical background
, 131
Sustainable orientation
, 223
Sustainable product
, 24
Sustainable solutions via collaboration
, 81–82
Sustainable strategy
, 12, 130
Sustainable supply chain management
, 165
Sustainable transformation
, 135
Sweden, mapping and reporting of sustainability risk among listed firms and investors in
, 243–246
Swedish entrepreneurs
, 145
Swedish firms
, 7, 243
Swedish MNEs
, 13, 137
Swedish multinationals
, 131
conceptual framework
, 135–136
data analysis
, 138
doughnut economics
, 133–135
findings
, 138
innovation for sustainable development
, 131–133
mapping corporate to do list
, 138–141
methodology
, 136
redesigning business pillars
, 141–147
theoretical background
, 131
Swedish organization
, 14
Synthetic fibres
, 42
Take-back systems
, 183
Taskforce on Climate–Related Financial Disclosures
, 239
Taxonomy
, 240
Teams
, 100
Technical cycles
, 41
Technical nutrients
, 40
Technology
, 44
Tesla (automobile company)
, 85
Tetra Laval Group
, 14, 146
Tetra Pak
, 14, 27, 137, 141–143, 145–146
in Brazil
, 23
case
, 22, 24
interviewee
, 143
mission
, 140
packaging
, 140
Textile industry
, 187
Textile recirculation from technical perspective
, 41–43
Theoretical sampling strategy
, 99
Traditional CSR marketing strategies
, 35
Transaction cost theory
, 222
Transformation
, 239
Transition risks
, 242
U.S. Department of Labor
, 201
UFS (Dutch-owned company)
, 48
Uncertainty in semiconductor industry, building resilience against
, 206
United Nations (UN)
, 76
Brundtland Commission
, 34
Global Compact
, 16, 208
Global Impact initiative
, 155
Sustainable Development Summit
, 200
United Nations Conference on Trade and Development
, 198
United Nations Framework Convention on Climate Change (UNFCCC)
, 104
United Nations Sustainable Development Goals (UN SDGs)
, 3–7, 12, 60, 76, 112–114, 116, 137, 179–180, 241
pursuit of
, 113
relevance for
, 29–30
United States Securities and Exchange Commission
, 204
US Department of Labor
, 205
USA–Mexico–Canada Agreement (USMCA)
, 199
Validity
, 227–228
Value
, 191
creation process
, 182
value-chain repositioning
, 85
Virtue ethics
, 116
Walmart
, 85
Waste
, 60, 64
capitalization through innovations
, 69–70
Waste crisis
innovations to tackle
, 67
rethinking global innovation approaches
, 67–69
waste capitalization through innovations
, 69–70
Waste management
, 62
efficiencies
, 60
Water
, 120
challenge of water management in readymade garment production
, 119–120
H&M as water steward
, 122–123
malpractices
, 121
management in Bangladesh
, 120–122
stewardship mission
, 122
stewardship strategy
, 121
water-related goals
, 122
Western companies
, 167
Wishcycling
, 63
World Economic Forum
, 18
World Wildlife Foundation (WWF)
, 18, 120–121
Zoom
, 100
- Prelims
- Chapter 1: Creating a Sustainable Competitive Position Through Ethical Behaviour
- Part One: Exploring Sustainability and Ethics
- Chapter 2: Towards a Global Sustainability Approach: Challenges and Opportunities for Multinationals
- Chapter 3: Corporate Fashion and Circular Economy – How to Manage Ethical Challenges in Marketing of B2B Textiles
- Chapter 4: Global Waste Crisis and the Role of Innovations by Global Corporations
- Chapter 5: Sustainability as the Source of Competitive Advantage. How Sustainable is it?
- Part Two: Swedish Firms Wrestling with Ethical Issues
- Chapter 6: Multinationals with a Proactive CSR Approach
- Chapter 7: Ethical Leadership in Sustainable Development: H&M and Water Management
- Chapter 8: Swedish Multinationals and Sustainable Innovations for Transformation: The Doughnut Model
- Chapter 9: When Institutional Logics Collide: How International Firms Navigate Sustainability Values in Global Markets
- Part Three: Driving Ethics and Sustainability Around the World
- Chapter 10: Panafrica: Meeting the SDGs Through a Circular Business Model
- Chapter 11: Sustainability and Resilience in the Extended Value Chain: The Case of STMicroelectronics
- Chapter 12: Does a Sustainable Orientation Affect Global Consumers' Relationships with International Online Brands?
- Chapter 13: The EU's Sustainable Finance Platform: A New Game Plan in the Quest for Competitive Advantage
- Index