Global Leadership

About: Global Leadership is a research topic. Over the lifetime, 1598 publications have been published within this topic receiving 29200 citations.

The India Way: Strategies for an Uncertain World: by S. Jaishankar, Uttar Pradesh, HarperCollins, 2020, 226 pp., $ 9.61 (hardcover), ISBN 978-93-5357-979-1

Abstract: Of late, world politics faces unprecedented challenges and uncertainty. The United States’ failure to take responsibility for global leadership, China’s unrestrained military and economic prowess, ...

AIDS: ushering in a new era of shared responsibility for global health.

Abstract: For the first time since AIDS erupted as worldwide emergency, global leaders, the scientific community, activists and people living with HIV are venturing to speak about the end to the pandemic. Signs of hope abound: over 8 million people are receiving life-saving treatment, the number of new infections is on significant decline, the remarkable evidence of treatment’s impact on preventing new infections and the aspiration of zero new HIV infections among children is firmly within grasp. This progress, won by people living with HIV and countries with support from partners such as the US programme PEPFAR, the Clinton Health Access Initiative and untold more, embodies global solidarity to bring about an AIDS-free generation. Shared responsibility and global solidarity represents a normative ideal to which both individual stakeholders and the global community must subscribe and embrace if our collective vision of an AIDS-free world is to be realised. The idea of shared responsibility and global solidarity needs to goes further than raising and investing resources and extend to the level of control countries take of their AIDS response. This editorial explores five areas that require further attention.

Global Crises and the Crisis of Global Leadership: Introduction: global crises and the crisis of global leadership

Abstract: The subject of this book is global crises and the crisis of global leadership Its title refers to crises, in the plural, because – despite the incessant and important focus on the financial and economic crisis that has preoccupied much of the world over the past three years – in the current global conjuncture the world faces a diversity of intersecting, but nonetheless ontologically distinct, crises These are located not only within political economy but also in ethics, law, society, culture and ecology – and they all call into question the prevailing models of global development and governance Nevertheless, although these intersecting crises are distinct, most of the authors in this collection connect them with some of the contradictions associated with the current neoliberal phase of global capitalism Taken together, these crises may be said to combine in what I call a global organic crisis The term ‘global leadership’ is initially used in this volume in the singular , since there is an identifiable, neoliberal nexus of ideas, institutions and interests that dominates global political and civil society – one that is associated with the most powerful states and corporations This nexus involves a form of leadership and expertise intended to sustain and enlarge capitalist market society and its associated principles of governance; in particular, it claims to provide effective mechanisms of stabilization and the ability to master crises – a claim of competence that is challenged in this book Moreover, although neoliberal crisis management is preoccupied with economic stabilization, it has generally made minimal effort to address the fundamental crises of livelihood and social reproduction (the way in which production is connected to the wider social conditions within which it operates) that afflict a majority of the world's population, such as the global health, food, energy and ecological crises Moreover, in responding to crises, neoliberal political leaders have frequently sought to make ‘unholy’ alliances with authoritarian and dictatorial forces, particularly in much of the Third World; in both North and South they have also sought to maintain a condition of depoliticization and political apathy The goal has been to channel and incorporate forms of resistance and contain fundamental political contestation as to the nature and purposes of rule Whether this strategy can continue is an open question

Circular Business Model Innovation: Key Patterns and Challenges to unleash recycling value creation potential

Abstract: Design and implementation of new disruptive circular business models are key issues for a growing number of companies. We propose in this article a detailed empirical study. It is based on a dozen of cases studies of established firms, which currently experience such innovation processes. Most of them are European or global leaders, who sought to achieve higher value creation out of one of two common place circular strategies, namely closed and open loops recycling strategies. According to recent literature, different factors play a key role in such strategies such as products characteristics, technologies maturity or market demand. In the paper, we highlight the main patterns they followed when designing and implementing their business models, depending on their strategic goals, the incentives that led them through this innovation process, and some recurring challenges to recycling. We also provide insights about some of the key challenges to these business models innovation processes with a strategic management perspective.