Sustainability leadership aims at balancing short-term economic goals with long-term sustainable development goals by considering the interests of all stakeholders instead of just shareholders and focusing on a triple bottom line: people, planet, and profit. The existing research on sustainability leadership has mainly focused on the role of individual competencies without considering other meso and macro level factors that can impact the enactment of sustainable leadership. The studies that have considered these micro, meso, and macro levels have conceptualized these levels as stratified and discrete, assuming a hierarchical relationship between them. Such a conceptualization constitutes an impediment to the dynamic communication and engagement that is necessary to the achievement of sustainability goals. Drawing on stakeholder theory, this study investigates the key factors impacting the practice of sustainability leadership in a contextually relevant manner. More specially, we propose a multi-level, multi-stakeholder framework for sustainability leadership that is data driven and supported by evidence. This framework is meant to portray a holistic model that is dynamic and reciprocal in the manner in which micro, meso and macro factors impact each other. Qualitative research methods and purposive sampling were used for four stages of data collection, from 39 individuals with diverse profiles across the sustainable-engineering sector. The data collected were analyzed thematically, and the findings formed the basis of the dynamic inclusive business model for sustainability proposed in this paper, which challenges the traditional hierarchical business models. The data-driven, multi-level, multi-stakeholder framework proposed in this work extends the literature by providing insights on the key factors that impact the practice of sustainability leadership in the context of SMEs, operating in an emerging market. This framework demonstrates that the effective practice of sustainability leadership by SMEs is influenced by the interplay of factors at micro, meso and macro levels, as represented by individuals, organizations/firms, and governments.

Purpose: This paper aims to extend the traditional conceptualization of localization, which has largely focused on recruitment, by examining “employability” and “retention” as crucial determinants of localization success.Design/methodology/approach: Using survey data from local (Emirati) employees in private sector organizations in the United Arab Emirates (UAE), the authors develop a holistic model of localization and test the relationships between stereotypes, organizational socialization, employability and retention outcomes, using Smart-PLS.Findings: Among the main findings are the significant influence of stereotypes on organizational socialization (OS) experiences of Emirati employees, with a negative relationship between “work ethics stereotypes” and perceptions of OS experiences. Strong evidence is also found for the indirect effects of OS experiences on retention of Emirati employees, mediated by employability.Research limitations/implications: This study contributes to the literature on localization by examining the relationships between key variables not examined together in previous research. In terms of limitations, the cross-sectional nature of the study prevents the identification of direction of causality among these relationships. Since employee integration, as part of localization efforts, is a gradual process, future research should include longitudinal studies.Practical implications: Employability has emerged as a significant challenge for organizations and governments working to implement successful localization initiatives. This study’s findings highlight several opportunities for organizational and governmental policy interventions to support successful localization.Originality/value: The authors’ holistic model extends localization literature by providing evidence for the role of stereotypes and employability as key constructs to be examined along with OS experiences and retention.

Many contemporary business models are now completely based on the idea of a circular economy or sustainability, where they extensively use technology to save resources, become more efficient, and leave a smaller carbon footprint on the planet. Thus, this book aims to bring the discussion of global business transformation, which is a need of the hour, to the forefront and highlight the use of modern technology in actively aiding businesses to become more sustainable. Global Business Transformation: Innovation, Technology, and Sustainability showcases the emerging economy context where innovation and technology are extensively used for business transformation to achieve the Sustainable Development Goals (SDGs). It serves as a comprehensive resource to study the different dimensions of technology, such as AI, data mining, and machine learning from businesses that utilize disruptive technology to achieve sustainability. The book addresses a variety of challenges in the pursuit of global business transformation, which policymakers and experts at all levels of society need to understand well. It also provides an outline of the most pertinent issues and effects that Industry 4.0 is expected to bring to global organizations in the near future and highlights the role of government in streamlining the alignment between SDGs and technology during strategic business transformations globally. It further analyses the possible implications for international business practice and theory and examines the wider repercussions on employment, development, and ethics. Apart from being a valuable resource for researchers, students, and professionals involved in the corporate business, manufacturing, and industrial engineering sectors, this book will also be of interest to those in fields related to economics, psychology, management, strategy, political science, government bodies, sociology, NGOs, and other industrial organizations. <!----> <!----> <!----> <!---->