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For the innovative development of the economy of Kazakhstan, marketing strategies for promoting innovative products concentrate scientific research and become a new element in the process of managing the market activities of enterprises. The purpose of the study was to determine the place of servitisation in Kazakhstani business, measure the level of servitisation and study the attitude of participants in the industrial market to the new strategy. To achieve the goal set within the framework of this study, marketing research was carried out. Data analysis was carried out using two programmes for data analysis. Presents the basic modelling principles used to form the structure with hidden variables. The authors tested the relationship between the level of motivation of the client and the level of servitisation. The client's motivation level does not affect the servitisation level. A literature review has shown that the implementation of servitisation is a complex task that depends on previous success. Among innovative enterprises in Kazakhstan, due to the underdevelopment of the market, traditional services dominate, while such trendy services as training, utilisation, integration are rarely offered and have a weak level of prevalence. [ABSTRACT FROM AUTHOR]

The American Water Works Association (AWWA) has adopted a new strategic plan for 2030 that aims to create a better world through better water. The plan includes short-term goals and objectives that support the Water 2050 strategy. AWWA ensures that the plan is not just a document that collects dust by involving members in its development and using it to create annual staff business plans. The plan was developed over 10 months with input from various representatives and was approved by AWWA's board. The plan emphasizes collaboration, diversity, relevance, and the use of technology and scientific credibility to inform decision makers and build public trust. [Extracted from the article]

Advocates of stakeholder theory have long known that grasping its key insights requires a specific worldview that is, unfortunately, still not prevalent within the community of strategic management scholars. We argue that this worldview encompasses a process ontology that is radically different from the substance‐ontological outlook typical of the mainstream approaches to strategic management. The unquestioned commitment of strategic management scholarship to a substance ontology leads to the viewing of corporations as macro‐entities comprising aggregations of discrete autonomous actors each relying on individual choice and instrumental rationality. In contrast, within a process‐ontological worldview, corporations and their stakeholders are seen to be sustained and attenuated through social practices and relationships involving interlocking chains of coping actions taken in everyday interactions. We show that adopting a process‐ontological worldview presents a much‐needed step that may help strategic management scholars reach a better understanding of how stakeholder theory deals with three problems of today's capitalism, those value creation and trade, ethics of capitalism, and managerial mindsets. On this basis, we discuss how to process ontology may lead stakeholder theory to further refine its understanding of business strategy, corporate social responsibility, and the common ground between the firm and stakeholders. [ABSTRACT FROM AUTHOR]

Despite the importance of the conflicting dimensions of corporate sustainability for business strategy, little is known about the tensions that derive from adopting global environmental and social standards in East Asia. Through 65 in‐depth interviews conducted in Tokyo and Seoul, this article examines the tensions—and reactions to these tensions—of corporate sustainability managers tasked with the implementation of such standards in Japanese and South Korean multinational corporations. These represent key contexts of inquiry because of their normative tradition of corporate sustainability and geographical closeness. While elucidating that corporate sustainability managers in both countries encounter societal‐commercial, traditional‐modern, and individual‐collective tensions, the article describes the ways they react differently to these tensions. This article contributes to the literature on corporate sustainability and tensions and the contextual literature on corporate sustainability in Japan and South Korea, ultimately offering takeaways for the strategic planning of multinational corporations. [ABSTRACT FROM AUTHOR]

The conceptual framework of bioeconomy advances sustainability by ensuring that environmental, social, and economic goals are met. Although numerous authors perceive bioeconomy as a key sector to achieve sustainable transformation, there is a lack of a comprehensive set of factors determining sustainable entrepreneurship in the bioeconomy sector. This study aims to identify factors influencing business strategies for sustainable entrepreneurship in the bioeconomy sector. This study uses the triangulation of research methods, including the entrepreneurial discovery process, as well as multiple‐criteria methods of the pairwise comparison and the analytic hierarchy process. This study serves as grounds for the identification of priority factors influencing the choice of relevant business strategies in the bioeconomy. Within the framework of the research, five core factors are specified: economic‐and‐financial, market, technological, ecological, organization‐and‐human resources, and legal. The findings reveal that the most significant factors are economic‐and‐financial and market factors that determine the choice of innovative and offensive strategies by bioeconomy enterprises. These strategies impact entrepreneurial decision‐making processes in the environmental and social areas, and they contribute to the development of more sustainable and entrepreneurial ecosystems. To advance the research on sustainable entrepreneurship, different theoretical perspectives are combined, including economics, strategic management, and innovation perspective. [ABSTRACT FROM AUTHOR]