Russia’s invasion of Ukraine in February 2022 sent shock waves though the world’s wheat market. The world price of wheat jumped from about $8 per ton to more than $13 per ton within a few days. The markets feared that wheat supplies from the region – which account for a third of the world’s wheat harvest – would be disrupted.

Toward Sustainability and Responsible Organizations addresses the purpose of business and social and environmental sustainability in the complex context of working across boundaries. State capitalism, shareholder capitalism, and stakeholder capitalism are compared. The chronological development of the concepts of sustainability and corporate responsibility is presented. Major corporate sustainability frameworks are identified. The United Nations’ 17 SDG’s, the Global Reporting Initiative, and the sustainable value framework are discussed. The relationship between ESG and financial performance is addressed. Involving and communicating with internal and external stakeholders are important aspects of navigating paradoxes associated with sustainable transformation. The common stakeholder–shareholder paradoxical tension that exists in sustainability management is discussed with an example.

In this chapter, we discuss the causes of the eurozone crisis, by first recounting the lead up to monetary union. In the subsequent section, the economic arguments for and against are explained. Next, we detail the onset of the crisis in banking, government debt, and growth, and the implications of the immediate policy response. The final section explains how the recovery to date has been incomplete.

In this chapter, we discuss the causes of the eurozone crisis, by first recounting the lead up to monetary union. In the subsequent section, the economic arguments for and against are explained. Next, we detail the onset of the crisis in banking, government debt, and growth, and the implications of the immediate policy response. The final section explains how the recovery to date has been incomplete.

This chapter will focus on one type of ‘alternative education’ that has been specifically designed for students who have been disengaged from schooling. As disengagement is the breakdown of the relationship between the student and education, a reengagement program’s job is to provide a context where that relationship can be rebuilt. It provides an opportunity to rethink the pedagogical and structural way we ‘do’ school and challenges us to think that perhaps there may be other ways to include the needs and views of students, as well as the support of the wider community.

There are over 400 schools and programs for disengaged students around Australia, providing education for at least 70 000 young people. This might be the type of teaching that you are interested in, where engagement itself is the main purpose. Working in reengagement programs provides an array of challenges but can present enormous rewards for the young people who get a second chance at education and for the staff who can see that they can make a life-changing difference.

It is difficult to believe that, not long ago, school bullying was a rite of passage. Little was known about the negative impact bullying had on individuals and communities before the late 1970s. Targets of bullying and their carers suffered mostly in silence. Thankfully, we have come a long way in our understanding of bullying. This chapter will focus on a deep conceptual understanding of bullying. It will include learning to differentiate the several types of bullying and their manifestations. This understanding will help you apply the techniques suggested for enhancing students’ engagement discussed throughout this book to recognise, prevent and manage bullying in your school and classroom.

Talent Management: Selecting and Preparing Leaders for Global Assignments examines how organizations select and prepare global leaders for effective assignments. An effective mobility program allows development of global leaders. The chapter identifies the personal characteristics for an international assignee and conditions necessary for an effective international assignment. Family responsibilities as well as a spouse’s/partner’s career and employment issues continue to be reasons candidates turn down assignments. To increase flexibility, multinationals have increased the use of “flexpatriates” in nonstandard international assignments. Effectiveness is the ability to live and work effectively in the cultural setting of an assignment. Effectiveness is a function of Professional expertise, Adaptation, Intercultural interaction, and Situational readiness and is reflected in a formula: E = f (PAIS). The international assignment of female executives has become an important consideration as more women have graduated from business schools and are in line for senior management and international careers. Training should be a function of the degree of cultural exposure that will be experienced. Culture shock, acculturative stress, can be a reason for failure to adapt to the host country. Duty of Care and an organization’s responsibilities to employees are discussed.

This chapter covers selected topics in behavioral game theory. We begin with the winner’s curse in common value auctions where players overbid in auctions and make losses. We then consider standard bargaining models such as the Nash bargaining outcome and alternating offers bargaining; the evidence does not support the latter. We introduce evolutionary game theory and the main equilibrium concept, evolutionary stable strategies (ESS). This is followed by a description of replicator dynamics that gives rise to ESS, and a study of its properties. A range of examples illustrate the underlying concepts. We then consider stochastic dynamics generated by an underlying source of persistent randomness and introduce a stochastically stable steady state. Finally, we consider psychological game theory in which beliefs directly enter the utility function allowing for a rigorous modelling of emotions such as guilt and shame.