Sustainable Business and Collaboration Driven by Big Data Analytics Amidst the Emergence of the Remote Work Culture

There have been many digital advancements that have helped facilitate digital transformation, such as the web's transformation. Many organisations, large and small, have recognised the power of the participatory web to improve productivity and efficiency. However, until recently, it has had little focus in the business and management literature in facilitating sustainable business-to-business (B2B) activities such as remote work practices. Two interrelated functions of business, operations, and marketing have been mapped against three dimensions of sustainability to show how these interrelated functions are related to the three dimensions of sustainability. For that reason, the research shows that with big data and social media analytics integrated into a participatory web environment, B2B companies are able to be profitable and stay sustainable by using their organisational and marketing operations and services strategically, whether it be internally or externally with other organisations.

Business Model Innovation and Gender

This chapter determines how digital broadband as the basis for remote work (DBD) and sustainability (SUS) influence the business model innovation for social impact startups by gender management (BMI) facing the post-COVID-19 pandemic ravages in emergent economies like Mexico to the next normal. The literature review applied the analytic hierarchy process to determine the model's factors and variables. The survey data was on 180 Mexican social startup CEOs as survivors in the second half of 2020. Confirmatory factor analysis and structural equation modeling were applied for the model's validity. Fuzzy set qualitative comparative analysis was extracted with different patterns solutions combinations of BMI factors: entrepreneurship profile, market knowledge, strategic analysis, key performance indicators, business plan, value proposition, the relationship with digital broadband as the basis for remote work, and sustainability eliciting business strategies.

Sustainable Business Models Implementation in Industry

To achieve sustainability, organizations need to mutate their entire business logic and strive to balance the so-called triple bottom line, which is economic, environmental, and social values. Sustainable business models (SBMs) combine a triple bottom line approach and take into consideration a wide range of stakeholder interests, including environment and society. However, integrating sustainability into organizations' business functions proved to be a challenging process for practitioners. Sustainable business model archetypes were introduced to depict groupings of mechanisms and solutions that may accelerate building up SBMs, which assisted in developing a common language that can be used to expedite the development of SBMs in research and practice. The purpose of this chapter is to explore the literature and analyze the practices, strategies, and challenges faced by businesses from different industrial sectors that introduced sustainability to their business models.

Understanding the Impact of FinTechs on Service Innovation on the Future Sustainability of Global Business

The availability of FinTechs has greatly proliferated in recent years, and this has caused an uptick in FinTech research in the finance field. Despite the recent surge in popularity of FinTech, there is still a severe lack of research on FinTech companies, particularly through the sociotechnical lens or the relation between the users or stakeholders associated with FinTechs and FinTech technology itself. This chapter aimed to fill this void by examining the world of FinTech and innovation in the financial services industry through a socio-technical lens by examining secondary data, such as reports from consulting firms. This provides a better understanding of the social, technological, and organisational actors involved in the development of FinTech ecosystems, in addition to the dynamics of the evolution of FinTech ecosystems and their outcomes as a result of service innovation.

Reinvigorating Organizational Effectiveness and Sustainability Through Risk Assessment Tools Within the Construction Industry

“Risk comes from not knowing what one is doing” is the what everyone believes in, and when it comes to business organisations, it is inevitable. In this modern set up, every organisation has to be vigilante towards the unforeseen risk factors and uncertain situation they tend to face as organisations grow. The landscapes of risks globally have become quite dynamic, making them hard to predict and identify, which calls for a reform in the risk management toolkit of every organisation so as to not just assess risk beforehand but also to mitigate it in time. The authors in the present study construct critical investigative insights regarding how these risk assessment tools (qualitative, quantitative, and hybrid) are effective in enhancing organisational effectiveness in view of their perceived benefits.

Strategic Implications of Organizational Culture, Knowledge, Learning Organizations, and Innovation on Sustainable Organizations

This study aims to analyze the strategic implications that the organizational culture has on organizational knowledge, learning, and innovation. It begins from the assumption that there is a direct and positive relationship between the organizational culture and knowledge, learning, and innovation in organizations. It also is assumed that organizational culture, knowledge, learning, and innovation play a receptive to sustainable organizational practices. The method used is the appreciative inquiry as a collaborative dialogue based on the question of what is the best of and what might be that aims to design and implement innovations in sustainable organizational arrangements and processes. The theoretical framework is based on organizational cultural cognitivism theory and the theory of socio-ecological intergradation. It is concluded that sustainable organizations practices require the creation and development of an organizational culture supportive of knowledge, learning, and innovation practices.

The Future of Maritime Business Management and Leadership in Global Business Sustainability and Remote Work

It is observed that the global business world has significantly diverted towards new technologies in terms of remote work as a result of digitalization, which forces organizations to adapt new normal during the COVID-19 pandemic. Maritime organizations that keep up with this change can manage to continue their existence; however, those who cannot adapt are eliminated by the system. Developments in the global business world, new ways of working, and their reflections inside and outside the organization force leadership to adapt to changing conditions by also affecting the understanding of “leadership.” This chapter aims to reveal the importance of merging new leadership paradigms and governance, digitalization, sustainable changes in global business, continuity of work, work-life balance, and the concepts of “work,” “workforce,” “workplace,” and “leadership.”

The Dissemination of Industry 4.0 Across Global Value Chains

Although the concept of Industry 4.0 is still in its infancy, the ramifications of this emerging technology are beginning to be felt across various industries. This chapter deals with the application of new technology, such as the internet of things (IoT), big data and analytics, robotic systems, and additive manufacturing, in global value chains (GVCs). Secondary sources about Industry 4.0 are explored in order to compare new technologies and understand how they could impact manufacturers, companies, and consumers. The effects of digital technologies on location and coordination of work, as well as the capture of value in global value chains, are also discussed in this chapter. In particular, the chapter highlights the risks of cyberattacks and their consequences for individuals' privacy, calling for regulation in international and remote work contexts.

Mitigating Risks and Barriers for Promotion and Implementation of Technologies in E-Healthcare

The current era is moving towards digitalization of the system in every aspect, be it in manufacturing, automobile, or service sectors. This long way in digitalization has been done by overcoming a lot of barriers in their path. The healthcare sector is no exception to this and has also shifted to the ideology of moving to digitalization. This chapter discusses how the healthcare sector is adopting digitalization and the presence of internet of things (IoT) in the healthcare system. The barriers for implementing IoT in healthcare are identified and have been clustered under different categories with each being discussed in detail for better understanding of how it stands as a barrier to implementing IoT in the healthcare sector. The drivers for implementing IoT in healthcare are also identified and grouped accordingly. With a detailed study on barriers and drivers, this chapter helps to identify the key barriers and drivers that are to be addressed while implementing IoT in healthcare systems for a smooth transformation from conventional medical care to e-healthcare.

Promoting Sustainable Collaborative Mobile Learning Approaches for Remote Work Practices

The main goal of this chapter is to learn more about the sustainability of collaborative mobile learning approaches. As for utilising the available resources on mobile devices for developing didactic programmes for pre-service teachers involved in remote or distance learning, the role of sustainable collaborative learning is also explored. Additionally, the chapter illustrates a new and effective pedagogical technique as a means to increase their usage and usage among instructional developers. A teaching model that can be utilised in a variety of environments is proposed, like in the current global pandemic in the form of remote work and distance learning. Such teaching models can therefore help to optimise online learning materials to help students follow the teaching and learning process in the absence of traditional classroom activities.