Global Strategy Framework Research Articles

How Can India Leverage Its Botanic Gardens for the Conservation and Sustainable Utilization of Wild Food Plant Resources through the Implementation of a Global Strategy for Plant Conservation?

Wild food plants (WFPs) are consumed by the indigenous communities in various parts of the world for food, nutrition, and medicinal purposes. They are usually collected from the wild and sometimes grown in the vicinity of the forests and the dwellings of the indigenous people in a way such that they are not far from their natural habitats. WFPs are important for the food and nutritional requirements of the indigenous communities. The WFPs are seasonal and collected from the wild whenever they are available. Therefore, the food menu of the tribal co mmunities changes with the seasons. A number of studies have demonstrated various WFPs consumed by indigenous communities including India. The results show that an enormous diversity of WFPs is consumed by the indigenous people of India. However, a few studies also suggest that the consumption of WFPs among the indigenous communities is declining along with the dwindling of traditional ethnobotanical knowledge linked to the collection, processing, cooking, storage, and limited cultivation of WFPs. India can leverage the network of its botanic gardens for the conservation of its wild food plant resources, the traditional and indigenous knowledge linked to it, and its popularization among the citizens within the framework of Global Strategy for Plant Conservation (GSPC). This article provided an overview of the need to focus on WFPs, limitations of current studies, and role of botanic gardens in the conservation of wild food plants through the implementation of GSPC. This article further provided a framework for the role of botanic gardens in the popularization of WFPs, increasing the awareness about their importance, documentation, and preservation of the traditional knowledge linked to various aspects of WFPs within the GPSC framework.

Transcending capitalism growth strategies for biodiversity conservation.

The unlimited economic growth that fuels capitalism's metabolism has profoundly transformed a large portion of Earth. The resulting environmental destruction has led to an unprecedented rate of biodiversity loss. Following large-scale losses of habitats and species, it was recognized that biodiversity is crucial to maintaining functional ecosystems. We sought to continue the debate on the contradictions between economic growth and biodiversity in the conservation science literature and thus invite scholars to engage in reversing the biodiversity crisis through acknowledging the impacts of economic growth. In the 1970s, a global agenda was set to develop different milestones related to sustainable development, including green-blue economic growth, which despite not specifically addressing biodiversity reinforced the idea that economic development based on profit is compatible with the planet's ecology. Only after biodiversity loss captured the attention of environmental sciences researchers in the early 2000s was a global biodiversity agenda implemented. The agenda highlights biodiversity conservation as a major international challenge and recognizes that the main drivers of biodiversity loss derive from economic activities. The post-2000 biodiversity agendas, including the 2030 Agenda for Sustainable Development and the post-2020 Convention on Biological Diversity Global Strategy Framework, do not consider the negative impacts of growth-oriented strategies on biodiversity. As a result, global biodiversity conservation priorities are governed by the economic value of biodiversity and its assumed contribution to people's welfare. A large body of empirical evidence shows that unlimited economic growth is the main driver of biodiversity loss in the Anthropocene; thus, we strongly argue for sustainable degrowth and a fundamental shift in societal values. An equitable downscaling of the physical economy can improve ecological conditions, thus reducing biodiversity loss and consequently enhancing human well-being.

A green economy indicator framework for tourism destinations

ABSTRACTThis paper presents a green economy indicator framework for tourism destinations which has been developed in the case study destination of Bali, Indonesia. Whilst the term “green economy” can have many interpretations, here it refers to the global strategy framework surrounding Rio+20, as well as the policies and strategies being developed by tourism destinations as a response. Many uncertainties remain about the effectiveness of these efforts and how they may be measured. For lesser developed countries in particular, reliable data is often difficult to obtain and this study uses a case study approach to identify the relevant, and measurable, indicators in this context. First, a nominal group technique was applied to identify the green economy issues for local tourism stakeholders. The indicators were then selected based on the green economy literature and a review of the available secondary data for the destination. Data on greenhouse gas emissions from tourism was identified as one of the critical gaps and an estimate is provided to show how this could be obtained and monitored. While this indicator framework was developed specifically for Bali, the case study may be relevant for many other island destinations in the lesser developed world that are experiencing rapid tourism growth.

Invisible Compromises

The purpose of this article is to challenge organizational scholars, management educators, and business leaders to consider more deeply the impact of global business activities on local ecosystems. Drawing on the management, sustainability, and entomology literature, we illustrate the complex relationship between global business and biodiversity loss through the lens of the commercial bumble bee trade. Global firms in this trade rear and supply bees for greenhouse crop pollination. We build on a well-known global strategy framework used in management education by adding a sustainability dimension, and offering propositions for the relationship between global business strategy and the strength of environmental sustainability. We conclude that a locally responsive, place-sensitive business strategy supports the strongest degree of environmental sustainability, and addresses the invisible compromises to ecosystem health that may result from the efforts of global firms to provide otherwise beneficial products and services.

International Hotel Strategy and Institutional Distance: A Conceptual Framework

In recent international hotel strategy literature, institutional differences between home and host country have been mostly neglected. Although concepts such as institutional distance have become more prevalent as analytical tools in the mainstream international business literature, not much of it has so far been adopted in the wider field of international hospitality management. The objective of this article is to propose a conceptual framework that is based on insights from new institutional economics in order to further our understanding of international strategies for hotels. It introduces the concept of institutional distance as a supplement to Yip’s popular global strategy framework. This article aims at providing a template for active researchers in the field to embed their empirical contributions within the wider international business literature.

International Hotel Strategy and Institutional Distance: A Conceptual Framework

In recent international hotel strategy literature, institutional differences between home and host country have been mostly neglected. Although concepts such as institutional distance have become more prevalent as analytical tools in the mainstream international business literature, not much of it has so far been adopted in the wider field of international hospitality management. The objective of this article is to propose a conceptual framework that is based on insights from new institutional economics in order to further our understanding of international strategies for hotels. It introduces the concept of institutional distance as a supplement to Yip’s popular global strategy framework. This article aims at providing a template for active researchers in the field to embed their empirical contributions within the wider international business literature.

Global strategy in the international advertising industry

The strategic behaviour of international advertising agencies is studied using Yip's global strategy framework. In most cases, firms seek broad international engagement to leverage agency advantage; the development of uniform international management systems has a high priority; and “responsive” advertising output is common. Many agencies have developed IT systems to facilitate international communication and integration, and significant uniformity of branding and positioning policy is the norm. However, uniform patterns of industry-specific behaviour are not evident in many of the areas investigated, with wide variance in agency strategy at the firm level. These differences indicate that factors such as firm resources and administrative heritage are frequently at least as important as the industry environment in affecting strategy in international markets. The behaviour identified is also generally consistent with an industry environment where market drivers are very important, with most agency clients demanding consistent performance and quality internationally, along with responsiveness. Yip's framework, which emphasises the impact of industry structure on firm conduct, is useful in indicating how the environment tends to drive some dimensions of strategy in a ‘characteristic’ direction. However, it is also evident that more account needs to be taken of ‘resource-based’ theory, and thus the impact of idiosyncratic firm resources, when seeking to understand strategic behaviour in the industry.

Examining the actions of faith-based organizations and their influence on HIV/AIDS-related stigma: a case study of Uganda.

Stigma and discrimination are widely recognized as factors that fuel the HIV/AIDS epidemic. Uganda's success in combating HIV/AIDS has been attributed to a number of factors, including political, religious and societal engagement and openness - actors that combat stigma and assist prevention efforts. Our study aimed to explore perceptions of Uganda-based key decision-makers about the past, present and optimal future roles of FBOs in HIV/AIDS work, including actions to promote or dissuade stigma and discrimination. We analyzed FBO contributions in relation to priorities established in the Global Strategy Framework on HIV/AIDS, a consensus-based strategy developed by United Nations Member States. Thirty expert key informants from 11 different sectors including faith-based organizations participated in a structured interview on their perceptions of the role that FBOs have played and could most usefully play in HIV/AIDS prevention, care and support. Early on, FBOs were perceived by key informants to foster HIV/AIDS-related stigma and discrimination. Respondents attributed this to inadequate knowledge, moralistic perspectives, and fear relating to the sensitive issues surrounding sexuality and death. More recent FBO efforts are perceived to dissuade HIV/AIDS-related stigma and discrimination through increased openness about HIV status among both clergy and congregation members, and the leadership of persons living with HIV/AIDS. Uganda's program continues to face challenges, including perceptions among the general population that HIV/AIDS is a cause for secrecy. By virtue of their networks and influence, respondents believe that FBOs are well-positioned to contribute to breaking the silence about HIV/AIDS which undermines prevention, care and treatment efforts.

International response to the HIV/AIDS epidemic: planning for success.

More assertive political leadership in the global response to AIDS in both poor and rich countries culminated in June 2001 at the UN General Assembly Special Session on AIDS. Delegates made important commitments there, and endorsed a global strategy framework for shifting the dynamics of the epidemic by simultaneously reducing risk, vulnerability and impact. This points the way to achievable progress in the fight against HIV/AIDS. Evidence of success in tackling the spread of AIDS comes from diverse programme areas, including work with sex workers and clients, injecting drug users, and young people. It also comes from diverse countries, including India, the Russian Federation, Senegal, Thailand, the United Republic of Tanzania, and Zambia. Their common feature is the combination of focused approaches with attention to the societywide context within which risk occurs. Similarly, building synergies between prevention and care has underpinned success in Brazil and holds great potential for sub-Saharan Africa, where 90% reductions have been achieved in the prices at which antiretroviral drugs are available. Success also involves overcoming stigma, which undermines community action and blocks access to services. Work against stigma and discrimination has been effectively carried out in both health sector and occupational settings. Accompanying attention to the conditions for success against HIV/AIDS is global consensus on the need for additional resources. The detailed estimate of required AIDS spending in low- and middle-income countries is US$ 9.2 billion annually, compared to the $ 2 billion currently spent. Additional spending should be mobilized by the new global fund to fight AIDS, tuberculosis and malaria, but needs to be joined by additional government and private efforts within countries, including from debt relief. Commitment and capacity to scale up HIV prevention and care have never been stronger. The moment must be seized to prevent a global catastrophe.

Global strategy: a review and an integrated conceptual framework

A review of the literature reveals that global strategy is characterized by diverse perspectives and lack of a unified theory. Identifies gaps in the literature as the contributors to its current state: lack of integration of the diverse perspectives and domination by the industrial organization (IO) theoretical view. Attempts to integrate the diverse perspectives of global strategy into a six‐dimension global strategy construct, and to integrate the IO‐based theory with the resource‐based theory of strategy and competitive advantage. Presents an integrated conceptual framework of global strategy which helps reduce the ambiguity and confusion in the global strategy literature, and that serves as a theoretical foundation for future research. Discusses the managerial implications.

A revised framework of global strategy: Extending the coordination-configuration framework

Although there have been significant efforts in conceptualizing global strategies, few frameworks have been developed to measure the relative globalness of firms. Porter proposed a specific framework of coordination and configuration for this purpose. This article proposes a new framework of global strategy by extending Porter's original framework. The conceptual clarification of this article will be useful in understanding different types of firms that are pursuing a global strategy. © 1995 John Wiley & Sons, Inc.