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Because companies are creating value in new ways, they need new business models that accurately reflect 21st century business realities.

In the digital economy, what are the strategies of multinationals from developed countries and emerging markets? How do regulations in the home country affect their growth? Recent digital multinationals in diverse national and institutional contexts raise questions that require new approaches in international business (IB) studies. This chapter examines two leading firms in the global e-commerce industry: Amazon and Alibaba. We compare their digital capabilities and physical asset-building strategies over the past two decades and we connect the Internet governance environment in the United States and China with their business models and internationalization patterns. We argue that despite the platform and global nature of Amazon’s and Alibaba’s activities, the recent moves of governments across the world to regulate Internet governance poses an important challenge for digital multinationals. This research features a comparative analysis of two prominent digital multinationals and identifies a promising area for future IB strategy studies.

An organization's relationships have become measurable assets fraught with their own set of risks and rewards.

One cynic has speculated that years hence people will look back and be forced to conclude that ‘money laundering was one of the greatest problems facing mankind towards the end of the second millennium’. This would be true of lawyers, politicians, economists, sociologists and many others who have sought to examine the problem, each from their own viewpoint. Yet, the persis‐tently non‐definable trend of globalisation has seemingly demonstrated that uni‐causal or uni‐disciplinary explanations of change in the international arena tend to yield unilateral perspectives on problems, solutions to which are subsequently limited in scope.

Research examining the “fear of missing out” (FoMO) is increasingly prominent, with a growing number of studies exploring this phenomenon. Despite the increased academic interest, no attempts have been made to synthesize extant knowledge on FoMO. There is limited holistic understanding of its conceptualization and operationalization. To address this gap, an exhaustive systematic literature review (SLR) on FoMO is presented.

Systematic review protocols and content analysis was used to analyze and synthesize insights from 58 empirical studies obtained from four academic databases: Scopus, Web of Science, PubMed and PsycINFO.

Significant diversity in prior research on FoMO was encapsulated in four themes. There are significant limitations in conceptualization of FoMO, along with narrow focus on geographic, methodological and contextual foci of prior studies. The authors propose a comprehensive framework and extensive gap-specific research directions to aid future research.

The SLR is limited in its consideration of empirical studies published in academic journal articles obtained from four databases.

The authors imply the critical need to ascertain motives for individuals' excessive engagement with social media and the subsequent impact on well-being indicators (e.g. sleep quality) and functional impairments (e.g. addiction).

This study magnifies and expands the intellectual boundaries of FoMO and suggests the adoption of a multidisciplinary perspective for further investigation. The use of novel theoretical lenses can further ascertain FoMO's effect on different cultures and social media users.

This paper seeks to summarise the main research findings from a detailed, qualitative set of structured interviews and case studies of Real Estate Partnership (REP) schemes in the UK, which involve the construction of built facilities. The research, which was funded by the Foundation for the Built Environment, examines the evolution of REPs in the UK and in Europe. The paper also aims to analyse best practice, critical factors for success, and lessons for the future.

The research in this paper is based around ten semi‐structured interviews conducted with senior representatives from corporate occupiers, property consultants, legal practices and REP service providers.

The research in the paper demonstrates that REPs are particularly suited to the UK, where lease lengths are relatively long, and the level of corporate real estate owner‐occupation is often higher than elsewhere. It also shows that further research is needed to examine the future shape and form of the UK REP market.

The paper is based on a limited number of in‐depth case study interviews. The paper shows that further research is needed to find better ways to examine REPs empirically.

The paper is important in highlighting a number of main issues in developing REPs: identifying with occupier's objectives; risk transfer and size of contract; and developing appropriate innovation and skills.

The paper examines the drivers, barriers and critical success factors (at strategic and operational levels) for REPs in the UK in detail and will be of value to property managers, facilities managers, investors, financiers, and others involved in the REP process.

It is well recognised that individuals have much to contribute to the care that they receive, with attendant benefits on outcomes and reduction in cost. The recognition of individuals who access care services as interdependent citizens embedded in both formal and informal support networks is a shift that acknowledges their active role as partners in management of their own care and in service innovation and development. The purpose of this paper is therefore to explore and illustrate some of the domains of co-production.

In this paper, the authors review the literature, both peer-reviewed and professional, in order to provide a broad and contemporary commentary on this emergent approach. This literature is critically summarised and presented along with a narrative that discusses the context in Wales, where the authors are based. The approach to this paper is to bring together existing knowledge and also propose potential avenues for further research and practise development.

There is a diverse literature on this topic and the application of co-production appears potentially transformational within health and social care. Implementation of the principles of co-production has the potential to improve health and social care services in a range of settings. Real changes in outcomes and experience and reduction in societal cost can be achieved by making the people of Wales active partners in the design and delivery of their own health and social care.

This review offers a readily accessible commentary on co-production, which may be of value to a wide range of professional groups and policy makers. This paper also reflects an original attempt to summarise knowledge and propose further areas for work. Most importantly, this paper offers a start point for co-production to become a reality for service provision with all the attendant benefits that will arise from this development.

The IBM Institute for Business Value, which has been conducting Global Chief Executive Officers studies for 15 years, has been reporting on CEO concerns about business and economic disruption and described their efforts to respond to it. But surprisingly, in the 2018 study CEOs also indicate that the shock of disruption is waning. Only 26 percent of the CEOs say new entrants are actually taking market share. 10; 10; 10;

This report is based on input from 2,148 Chief Executive Officers (CEOs), who were interviewed as part of the 19th IBM Global C-suite Study. Both quantitative and qualitative responses were collected from 346 face-to-face meetings and 1,802 in-person phone interviews. To understand how top-performing organizations navigate disruption differently, IBM researchers applied cluster analysis to examine the approaches of three groups of CEOs – Reinventors,. Practitioners and Aspirationals. 10;

Most CEOs see the emergence of platforms and the growing importance of network economics – both scale and scope – as the crucial drivers of future growth.

Almost six in ten Reinventors co-create new products, services or experiences with their customers.

Today’s CEOs have learned to not only accommodate but embrace disruption. Anticipating and responding to sudden and dramatic change has become standard operating procedure. Chief executives from top performing businesses understand that success requires collaboration with partners within ecosystems and on platforms. Indeed, Checklists for leaders are included.