Ability, motivation, and opportunity theory (AMO theory)

, 106

Attracting

, 110

Aviation

, 158

Bali

, 230

COVID-19 pandemic in

, 230

Base Model (BM)

, 165

Binary logit model

, 164

Biosphere Reserves (BR)

, 50–51

Manx social involvement in BR during COVID-19 pandemic

, 56–58

Black Swan

, 134

Black swans

, 134–135

central questions

, 135–136

propositions

, 136–140

Blockchain

, 5

Bloomberg

, 29

“Brick-and-mortar” strategy

, 146–147

Business continuity

, 65–68

changes in business law

, 71–72

COVID-19 experience in Turkey

, 68–71

plan

, 64

Turkey and teleworking

, 72–74

Turkish economic measures

, 64–65

Business Continuity Management

, 66

Business environment

economic policies, stabilization, and current globalization

, 42–43, 45

in Latin America

, 43–47

Business law, changes in

, 71–72

Business Model (BM)

, 218

Business model transformation

, 145

digital transformation in FMCG business model amid COVID-19

, 150–154

SDG and

, 147–149

Business renewal

, 139

Capitalism model

, 4

Carbon dioxide emissions of aviation

, 160

choice experiment

, 162–164

literature

, 159–162

model and data

, 164–165

results

, 166–171

Carbon Disclosure Project (CDP)

, 29

Carbon emissions

, 158

Choice experiment

, 162–164

Circular Business Models (CBMs)

, 220

downstream

, 221–223

upstream

, 222–223

Circular economy

, 220

“Click-and-mortar” strategy

, 146–147

Climate change

, 158

Community-based Tourism (CBT)

, 230

Compound well-being

, 204–205

Conservation of resources theory (COR theory)

, 127

Context-free well-being

, 205

Contextualized well-being

, 205

Continuous renewal

, 138–139

Cooperative patterns

, 223

Corporate Innovation

, 138

Corporate Social Responsibility (CSR)

, 4–5, 12, 27, 103–104

companies’ CSR disclosed activities

, 19–20

environmental and social pillars

, 105

government’s response to crisis

, 17–19

Mexican

, 15–17

Mexican economic, political, and social context

, 13–15

in Mexico

, 12, 96–97

Corporate sustainability (CS)

, 26

review and rationale

, 27–28

Corruption

, 42

COVID-19

, 50–51, 64, 133

in Bali

, 230

causes and consequences

, 217–218

crisis

, 6

digital transformation in FMCG business model amid

, 150–154

experience in Turkey

, 68–71

external strategy for strengthening resilient capacity

, 238–240

impact on zero waste consumers

, 193

internal strategy for strengthening resilient capacity

, 238

magnitude impact of COVID-19 on homestay business

, 235

Manx social involvement in BR during COVID-19 pandemic

, 56–58

organizations in coping up with COVID-19 outbreak toward achieving SDG

, 94–95

outbreak

, 12

pandemic

, 122, 144–145, 217

pandemic course on Isle of Man

, 52–53

Criticism

, 30–31

Crossover

, 125

Crown dependency (Cd)

, 51

Cryptocurrencies

, 5

Culture of labor well-being

, 209–213

Culture Vannin (CV)

, 57

Damage cost

, 170–171

Desire to have Significant Impact through Work (DSIW)

, 96

contextual settings and antecedents

, 96–97

implication of establishing DSIW among employees toward achieving SDG

, 97–98

organizations in coping up with COVID-19 outbreak toward achieving SDG

, 94–95

Deutsche Edelstahlwerke (DEW)

, 136

Developing

, 110–112

Developing countries

, 12

Digital transformation in FMCG business model amid COVID-19

, 150–154

Digitalizing business model

, 145

Disaster emergency recovery plan

, 64

Discrete choice analysis

, 161–162, 168

Downstream CBM

, 221–223

Ecological oriented SBMs

, 219–223

Economic analysis

, 137

Economic growth

, 41–42, 44

Economic policies

, 42–43, 47

Economic sustainability

, 183–184

ECPI

, 29

Efficiency

, 136

Elasticity

, 139

Employee engagement

, 122–123

Employees’ well-being

, 82

and organizational performance

, 85–86

social sustainability and

, 83–84

sustainability and

, 82–83

Engagement

, 122–123, 125

Environment for sustainable development

, 50

Environmental, Social, and Governance (ESG)

, 26

concept and rationale

, 29

criteria

, 2–3, 26

issues

, 26

scores, performance, and limitations

, 29–31

scoring framework

, 30

Environmental and social pillars of CSR

, 105

Environmental conscious consumers

, 192

Environmental data

, 31

Environmental protection

, 158

Environmental sustainability

, 184–185

Epidemic

, 126

Etepetete

, 194–195

appeal to zero waste consumers

, 195

business model

, 195

businesses learn from

, 195

drawbacks

, 195

vision

, 194

Eudaemonic well-being

, 204

Eudemonic well-being

, 85–86

European Green Deal

, 28

European Union Emissions Trading System (EU-ETS)

, 158, 160

External corporate social responsibility (ECSR)

, 103–104

Fast-moving consumer goods (FMCGs)

, 146–147

digital transformation in FMCG business model amid COVID-19

, 150–154

Finance and SDGs

, 4–5

Finance function

, 2–3

Financial inclusion

, 5

Financial management and COVID-19 crisis

, 6

Financial system

, 2–3

Fintech

, 222–223

Fitch Ratings

, 29

Flexible working method

, 67, 72

Food businesses, practical guidelines for

, 198–199

Food consumption, zero waste in

, 193

Globalization

, 42–43

Green HRM (GHRM)

, 105, 112

for environmental pillar of internal workplace CSR

, 105–109

Gross Domestic Product (GDP)

, 54–55

“Healthy Distance” campaign

, 17–18

Hedonic well-being

, 85–86

Hedonistic well-being

, 204

Hegemonic powers (HPs)

, 50

Homestay as inclusive accommodation in sustainable tourism

, 230

COVID-19 pandemic in Bali

, 230

external strategy for strengthening resilient capacity

, 238–240

internal strategy for strengthening resilient capacity

, 238

literature review

, 231

magnitude impact of COVID-19 on homestay business

, 235

methodology

, 231–234

research questions

, 230–231

result and recommendation

, 235–240

significant impacts on occupancy rate

, 238

Hospitality industry

, 25–26, 31, 33

Innovation

, 138–139

Integrative sustainable HRM framework for ICSR at workplace

, 112–113

Internal corporate social responsibility (ICSR)

, 104–105, 110

integrative sustainable HRM framework for ICSR at workplace

, 112–113

Internal workplace CSR

extended HRM for social pillar of

, 109–112

green HRM for environmental pillar

, 105–109

International Labor Organization

, 64, 72

Intra-organizational systems

, 81–82

Intra-trade industry

, 43

Isle of Man (IoM)

, 51–58

course of COVID-19 pandemic on

, 52–53

ISS-Oekom

, 29

Itinerary choice

, 161–162, 164

Job resources

, 124

Job satisfaction

, 122–123

Labor Law

, 71

Labor well-being

, 205–207

culture of

, 209–213

sustainability and labor well-being

, 207–209

Latent employment functions

, 66–67

Lockdowns

, 66–67

Log-likelihood function (LL function)

, 165

Logit-probability

, 164

Manannan’s Charms

, 57

Manx economy during COVID-19 and Brexit

, 54–56

Manx National Heritage (MNH)

, 57

Manx political autonomy

, 51

Manx social involvement in BR during COVID-19 pandemic

, 56–58

Markets price

, 171

MAXQDA software

, 12–13

Medium-scope wellbeing

, 205

Mercosur

, 41–43, 45–47

Mexican CSR

, 15–17

Micro-states (MSs)

, 50

Micronations (MNs)

, 50

challenges for

, 54–56

SDGs, BR, and COVID-19 in

, 50–51

Ministry of Health

, 68–69

Mixed Logit (ML)

, 161–162

Morgan Stanley Capital International

, 29

Motivation

, 122–123

Multidexterity concept

, 147

Multilateral development banks (MDBs)

, 5

Multinational corporations (MNCs)

, 12

Multinomial Logit (MNL)

, 161–162

Nested Logit (NL)

, 161–162

Nongovernmental organizations (NGOs)

, 51–52

Objective well-being

, 204–205

Occupancy rate

, 238

determinants

, 235

Operational efficiency

, 137–138

Organization for Economic Cooperation and Development (OECD)

, 55

Organizational citizenship behavior (OCB)

, 104–105

Organizational culture

, 209

Organizational sustainability

, 122, 207, 209

Pacific Alliance (PA)

, 41–43, 45–47

Pandemic

, 181, 204

Paris Agreement

, 28

Partial Least Squares regression (PLS regression)

, 234

Partido Revolucionario Institucional (PRI)

, 14–15

People, planet, and profit (three P’s)

, 104–105

Perceived corporate citizenship

, 110–111

Perceived organizational support (POS)

, 107

Personal resources

, 124

Principle for Responsible Investment (PRI)

, 29

Profitability, Innovation, and Adaptability (PIA)

, 137

Psychological capital

, 86

Psychology

, 126–127

of sustainability

, 84

and sustainable well-being

, 84–85

Recruiting

, 110

RepRisk

, 29

Resilience

, 135

sustaining engagement through personal resource of

, 126–127

Resiliency strategy

, 238

ReSOLVE framework

, 220–221

Responsible research and innovation

, 180

Retaining

, 110–112

SARS-CoV-2

, 51, 133

SIRPLUS

, 197–198

appeal to zero waste consumers

, 197

business model

, 197

businesses learn from

, 198

drawbacks

, 198

vision

, 197

Small and medium sized enterprises (SMEs)

, 5, 26, 133–134, 182, 222–223

Social finance

, 5

Social innovation

, 180

Social Security Law

, 71

Social sustainability

, 83, 185–186

and employees’ well-being

, 83–84

Social-oriented SBMs

, 223–225

Specific well-being

, 205

Stabilization

, 42–43

Stakeholders

, 218

Strategy

, 138

Structural elasticity

, 139–140

Subjective well-being

, 204–205

Sustainability

, 28, 82, 103–104, 125–126, 135, 178

and employees well-being

, 82–83

and labor well-being

, 207–209

Sustainability-oriented innovation (SOI)

, 179

Sustainable Business Models (SBMs)

, 218–219

ecological oriented

, 219–223

social-oriented

, 223–225

Sustainable Business Models at Base of the Pyramid (SBMBoP)

, 224

Sustainable consumers

, 193

Sustainable consumption

, 193

Sustainable development (SD)

, 26, 31, 33, 64, 94, 178, 204

Sustainable finance

, 5

Sustainable HRM approach

, 104–105

extended HRM for social pillar of internal workplace CSR

, 109–112

green HRM for environmental pillar of internal workplace CSR

, 105–109

integrative sustainable HRM framework for ICSR at workplace

, 112–113

Sustainable innovation

, 179–180

impact of COVID-19 pandemic on innovation

, 180–183

guidelines for making organizations

, 183–186

Sustainable leadership, sustaining engagement through job resource of

, 125–126

Sustainable organizations

, 86–87

Sustainable well-being

psychology and

, 84–85

at work

, 81–82

Sustainalytics

, 29

Systems theory

, 122

Technological innovations

, 144

Technology adoption

, 144, 147–148

Teleworking

, 67–68

Turkey and

, 72–74

Thomson Reuters

, 29

Too Good to Go (TGTG)

, 196–197

appeal to zero waste consumers

, 196

business model

, 196

businesses learn from

, 197

drawbacks

, 196–197

vision

, 196

Tourism

, 230

Transparency

, 43–44

Turkey

, 64

COVID-19 experience in

, 68–71

and teleworking

, 72–74

Turkish economic measures

, 64–65

Turkish Labor Law

, 71

Turkish Liras (TL)

, 69–70

UN Sustainable Development Goals (SDGs)

, 2–3, 12, 26, 31, 33, 50–51, 64, 82, 94, 122, 135, 144, 178, 218

and business model transformation

, 147–149

challenges

, 6–7

implication of establishing DSIW among employees toward achieving SDG

, 97–98

literature review

, 4–6

organizations in coping up with COVID-19 outbreak toward achieving SDG

, 94–95

research problem and main objectives

, 4

SDG 3 and 8

, 204

SDG 9

, 178

SDGs Push

, 51

Uncertainty of pandemics and epidemics (UPE)

, 3

Unemployment

, 66–67, 70

Unilever Bangladesh Limited (UBL)

, 150–154

United Nations (UN)

, 28, 94

United Nations Educational, Scientific and Cultural Organization (UNESCO)

, 50

Biosphere Reserves

, 50

University College Isle of Man (UCM)

, 58

Upstream CBM

, 222–223

US Green New Deal

, 28

VigeoEIRIS

, 29

Volatile, uncertain, complex, and ambiguous conditions (VUCA conditions)

, 136, 144–147, 149

Waste generation

, 193

WB bond

, 2–3

Well-being

approaches

, 204–205

culture

, 211–213

Wellness

, 205

Willingness to pay (WTP)

, 158

Work engagement

, 86, 122, 124

drivers

, 124

fueling work engagement in times of crisis

, 124–125

sustaining engagement through job resource of sustainable leadership

, 125–126

sustaining engagement through personal resource of resilience

, 126–127

Work-related flow

, 122–123

Workforce productivity

, 124–125

World Health Organization (WHO)

, 51, 64, 133

“Zero Waste” concept

, 192

impact of COVID-19 pandemic on zero waste consumers

, 193

in food consumption

, 193

practical guidelines for food businesses

, 198–199

products and services targeting zero waste consumers

, 194–198