Open Access

Sustainability is a megatrend and has been a topic of great interest for decades. Even though, industrialization came forth with genius and profitable businesses it almost never took into consideration the value of natural capital and sustainability. According to a 2017 report by the UN, there are more than 51 trillion microplastic particles in the sea, more than 500 times the number of stars in the Milky Way. With the depletion of natural resources, increasing consumer education and the need for a better future the world has been prompted to take solid steps to control the menace that could be climate change and unsustainability. This paper makes an effort to understand the effect that sustainable marketing practices have on the profitability of an organization. The case studies of the three famous athleisure brands provides an insight into how sustainability can help companies drive towards a profitable and a circular future.

In the Job Satisfaction- Performance literature largely, job satisfaction is portrayed and discussed positively as a performance driver for organizations that embark on the journey of progress. This research asks whether job satisfaction inevitably leads to negative implementation outcomes and how. This research focuses on factors other than job satisfaction that can be used to drive better performance of employees and how satisfaction could also lead to negative outcomes. In an attempt to answer this question, the research undertakes three key tasks. First, it contextualizes how job satisfaction has minor affects on performance. Second, it outlines the factors that can increase performance. Third, it discusses crisply the adverse affects on job satisfaction through empirical evidence to provide focus and 'evidential grounding' for the research. Essentially, the research contends that for institutions that are unable to manage and lead productivity from employees, this research serves a powerful purpose ensuring the multi-dimensional approach to view employee performance and modelled to take account of the people on whom it may impact as well as the overall value it may deliver.

In the contemporary business landscape characterized by global economic uncertainty and rapid technological advancements, companies face increasing complexity in meeting their innovation targets. To address this challenge, established firms are engaging in collaborative partnerships with external entities, particularly startups, to leverage their knowledge and capabilities to gain a competitive advantage. Despite the growing popularity of corporate-startup collaboration (CSC), there remains a noticeable gap in the literature regarding the analysis of the dynamics and key success factors that are relevant to enhancing the collaborative process between these asymmetric entities. This study aims to fill this research space by investigating the dynamics, motives, objectives, and challenges of CSC, with a specific focus on identifying the success factors crucial for achieving favorable outcomes. Drawing upon insights from eight expert managers using a mixed-method approach, the study highlights the significance of addressing internal barriers and prioritizing key success factors to ensure successful outcomes in CSC. The research methodology involves a literature review, a pre-stage questionnaire, and semi-structured interviews to gather comprehensive data. The researchers have synthesized the findings to enhance an existing Co-Canvas model in a way that it is specifically tailored for CSC, thereby offering managers a practical framework to effectively navigate the complexities of CSC. The findings of this research hold implications for scholars, corporate leaders, and entrepreneurs, enabling them to evaluate past collaboration initiatives, identify potential sources of errors, and devise strategies to enhance their collaboration performance. By shedding light on the dynamics and success factors of CSC, this study contributes to the existing body of knowledge and offers valuable insights for strategically enhancing collaboration performance. However, the study refrains from making broad generalizations of the model due to the small sample size of experts.

After-sales services play a crucial role in companies’ profit. Their importance is expected to increase given the intensifying leveling of product competition and a shift toward a buyer’s market. Ticketing systems are increasingly integrated into these services because of their ability to bundle multiple support channels, enhance the support’s knowledge base, and cut costs. This thesis aims to create a comparative overview of ticketing systems, which evaluates eight selected market alternatives and one tentative in-house solution according to their compliance with the requirements of the focus company. This comparison is made by exploring the literature concerning build-or-buy, software evaluation and selection, and analyzing several guided interviews. The results seek to aid the company in deciding on a ticketing system that meets its requirements, as well as to act as a blueprint for other SMEs. The findings include two recommended alternatives in conjunction with further strategic and decision-making considerations. The study ends with an outlook for academia and businesses.

This study investigates the interrelationship between Knowledge Management (KM) and employee satisfaction and proposes strategic implementation steps for the further development and acceptance improvement of a new Operational Framework (Blueprint) at Robert Bosch GmbH, Power Electronics. Two primary research questions are addressed: (1) whether KM offers insights into and explanations for employee satisfaction issues, and (2) what strategic implementation steps can be derived for the development and acceptance of the Blueprint. The research commenced with an analysis of existing employee satisfaction surveys, supplemented by in-depth interviews, to understand the current state of employee satisfaction in the business unit undergoing transformation. The literature review was then conducted to ascertain the connection between KM and employee satisfaction. Subsequently, the study engaged in multiple interviews with top management in the Power Electronics business unit to identify implementation measures and best practices across various industries. A comprehensive set of practices was established and subsequently evaluated in a workshop involving line employees from the business unit, integrating theoretical findings with practical experiences. The final recommendations were grouped into three categories: Meeting Structure, Culture and Leadership, and Knowledge Management Guidance. The findings underscore the significance of KM in promoting employee satisfaction and suggest that the proposed strategic steps can foster the further development and acceptance of the Blueprint at Robert Bosch GmbH, Power Electronics.