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To highlight ESG litigation risks and present an overview of the present landscape of ESG disputes in Europe – with a particular focus on England – and globally.

This article provides an overview of ESG factors, how they impact on companies, and potential claims that can arise from ESG issues. It also provides recommendations on how companies can prepare for, respond to, and ultimately resolve ESG disputes.

The number of ESG cases that are being brought (and won) by claimants in various courts around the world is rapidly increasing. There is a need for companies to prepare for, respond to, and resolve ESG disputes that they may become party to.

Companies need to take notice of the growing trend of ESG disputes and claims being brought, and in particular prepare for, respond to, and resolve them.

Expert analysis and guidance from experienced dispute resolution and environmental lawyers.

Examines the factors which underpin the success of industry‐academic partnerships in management development. Uses data drawn from an in‐depth case study of Cummins Engine Company Limited. Reviews the literature on company‐university partnerships and work‐based learning in management development and provides information on the background of the case‐study organization. Reports on the experience of developing management training programmes for supervisors and middle managers. Concludes by discussing the practical implications of forging closer links between industry and academia.

The purpose of this paper is to identify the feature of soot in diesel engine oil and provide a method to stably disperse these soots using effect additives which is benefical for lubricants to pass related engine tests.

This paper designed experiments to investigate the dispersant type, treat level and different dispersant interactions which influence on lubricant soot-related viscosity increase. The research work developed an effective dispersant package which can well solve the soot-related viscosity increase, allowing pass Mack T-11 and Mack T-8 engine tests and demonstrated the helpfulness of using a quickly screening method developed by a steel piston diesel engine CA 6DL2-35.

The effect of dispersant treat level on the viscosity increase of the oil samples was negligible. Dispersant booster can effectively improve the soot handling ability of heavy-duty diesel engine oils (HDDEO), and the appropriate treat level of dispersant booster can help HDDEO pass Mack T-8 and Mack T-11 engine tests.

The test results are useful for formulators to select the appropriate dispersants or dispersant booster to develop the HDDEO packages which can meet the modern diesel engine lubrication requirements.

Most previous studies in this field were carried out on soot formation mechanism and soot-related wear rather than how to solve the soot-related viscosity increasing of HDDEO. This paper describes the soot dispersing requirements of different HDDEO specifications and developed an effective dispersant package which can well deal with Mack T-11 and Mack T-8E standard engine tests soot handling ability requirements.

Institutional economics at the societal level focuses on the examination of interpersonal and impersonal economic, political and social institutions within a given polity and how such institutions might change and evolve over time. Such examination is critical to both international business scholars and practitioners if they are to successfully navigate variations in the rules of the game in international trade and commerce. Whilst institutional economics offers an immense body of literature on institutions, it offers surprisingly few theoretical or conceptual tools for empirical analysis. This chapter discusses five extant frameworks and proposes an ontological theoretical framework developed from interdisciplinary sources to underpin extant frameworks and thereby guide international business researchers in designing more effective research instruments for examining institutional change across and between cultures.

Business organizations should strive to create ethical cultures to win consumer loyalty and thus safeguard long-term performance success. Management bears ultimate responsibility for promoting ethical behavior. By rewarding ethical behaviors and punishing transgressions, management will reinforce morally upright behavior and create a positive company culture. Successful promotion of corporate ethics, in turn, will boost employee morale, increase performance beyond bare minimums and retain employees in the long run. With a well-structured ethics code and strong reward system, management has all the tools necessary to create an ethical company culture.

This viewpoint paper, while advocating for a systematic approach to ethical behavior in a business organization, carefully reviews both well-established literature in this area as well as current best practices. The aim is to provide senior managers with a sense of how the best corporate ethics programs are organized and structured.

A successful corporate ethics program must involve all employees from executives to hourly wage workers, with each taking personal responsibility for his or her own performance and results. While no guarantees of success are offered, one reasonably certain path to failure is for an organization to post an ethics code and then ignore it. Ethics must be discussed, modified from time to time and actively integrated into the life of every organization that hopes to avoid ethical missteps.

This paper offers a fresh viewpoint on both the value and the organization of a potentially successful corporate ethics program. While time-honored ideas serve as the foundation for our discussion, a thorough review of current issues and best practices form the directional heading for the paper’s conclusions.

We explore the acceptance of new contingent work relationships in the United States to reveal an emergent entrepreneurial ideology. Our argument is that these new work relationships represent a new social order not situated in the conglomerates and labor unions of the past, but on a confluence of neo-liberalism and individual action situated in the discourse of entrepreneurialism, employability, and free agency. This new employment relationship, which arose during the economic and social disruptions in the 1970s, defines who belongs inside an organization (and can take part in its benefits) and who must properly remain outside to fend for themselves. More generally, the fusing of entrepreneurship with neo-liberalism has altered not only how we work and where we work but also what we believe is appropriate work and what rewards should accompany it.