Peaceful and Sustainable Development? Middle-Management Entrepreneurship and Transnational Competence in China

With deeper integration into the global economy and expanded penetration by multinational firms and other nonChinese actors following accession to the WTO, skills in bureaucratic entrepreneurship are not likely to be sufficient by themselves to bring about China’s sustainable development. In today’s interdependent and highly competitive trade, economic-cooperation, and resource-limited environment, sustainable development requires that subnational managers also possess transnational competence in collaborating with, negotiating with, and transforming foreign counterparts. However, survey research among Chinese executives based in Shanghai revealed that only a small proportion of the reporting current and future managers recognized the growing importance for China of an interculturally competent workforce. Without increased attention to enhancing the transnational competence of government and state-enterprise managers, peaceful and ecologically sound development will be difficult to sustain given the demands of multinational production chains, global resource constraints, and the challenges involved in managing transnational relations in the interest of China’s long-term economic progress.

Mobilizing from the Margins: Domestic Citizen Politics and Yasukuni Shrine

Prime Minister Koizumi’s six consecutive annual visits to Yasukuni shrine played a key role in initiating a new phase of domestic citizen political mobilization not seen since the early 1970s. This paper is based on field research during the Koizumi years (2001–2006) centering on domestic groups that conduct activities in “protection” of or “opposition” to Yasukuni shrine. As a study of street-based politics, this paper seeks to uncover the processes, strategies, and outcomes of citizen responses to elite political action at Yasukuni Shrine as well as explore meaning of their actions within the context of Japan’s democratic polity.

A commentary on the United Kingdom's leading food retailers' resilience plans in the face of climate change

In September 2019, the U.K. House of Commons Environmental Audit Committee warned that the United Kingdom's food supply was vulnerable to climate change. Within the U.K. food retailing is highly concentrated with the four leading food retailers accounting for almost 70% of all food sales. In the face of the threat of climate change to food supplies, a focus on resilience might be seen to have much to offer retailers. However, little work has been published in the academic literature on if, and how, retailers are employing the concept of resilience in their business plans. With these thoughts in mind, this commentary paper provides an exploratory review of how the United Kingdom's four leading food retailers, namely Tesco, Sainsbury's, Asda, and Morrisons, have publicly acknowledged the importance of resilience in the face of climate change. The paper outlines definitions of resilience and retail resilience, draws out four general themes within the U.K. food retailers' resilience plans, and offers some wider reflections on the retailers' resilience plans in the face of climate change.