The dynamic nature of international business necessitates a strategic approach to achieve sustainable value creation. This paper supports the hypothesis that understanding institutional constraints and leveraging organizational resources provides the foundation for sustainable value creation during international expansion. These elements provide a solid foundation for firms seeking to expand internationally by enabling them to effectively navigate the complexities of foreign markets. Using the context supplied by Peng (2023), the subsequent sections and subsections delve into critical facets of international expansion, including market integration, the role of entrepreneurial firms, entry strategies, supply chain establishment, multinational strategies, and the impact of global trade and foreign direct investment (FDI).

Grand challenges represent wicked problems that affect many people globally. To overcome grand challenges and sustain our existence as human beings, issues have become increasingly central, and in recent years have led to an increase in research and literature on grand challenges affecting both international business areas and multinational enterprises. The aim of this study is to assess the status of literature in all areas connected to multinational corporations and grand challenges, which are global issues with significant implications. From 2013 to 2023, the WoS database was used to investigate eight search terms from literature, and bibliometric and thematic analyses were carried out based on the principles of systematic literature analysis. The most focused areas of the research are performance, multinational enterprises, foreign direct investment, management, firms’ innovation, knowledge, international business, and impact. Asian, African, European, and other countries may emerge together in different clusters depending on whether the major challenges they are struggling with are similar or identical. the terms of grand challenges and innovation (open and social), technology transfer, R&D internalization, digital transformation or technology and artificial intelligence in the literature of multinational enterprises indicates that these themes are used as a tool to solve grand challenges.

In August 4 2011, United Nations Environmental Program (UNEP) submitted an unprecedented, scientific, groundbreaking Environmental Assessment Report (EAR) of Ogoniland, to the Nigerian government. This was the outcome of a 14–month intensive evaluation of the extent of pollution. It was intended that UNEP’s recommendations would be implemented to restore the devastated environment, on the one hand, and on the other, counteract the numerous environmental health issues that have for decades, plagued Ogoniland. However, five years post EAR, and, despite the seriousness of the situation, no significant resolution has occurred, both on the part of the government, and on the part of Shell Petroleum Development Company (SPDC) or Shell. To date, millions of Niger Delta residents, particularly those living in the oil-bearing communities, continue to suffer severe consequences. Although, the assessment was conducted in Ogoniland, other communities in the Niger Delta are also affected. This article explores prevailing issues, using Ogoniland (a microcosm of the Niger Delta) as an example. A multidisciplinary approach for sustainable mitigation of environmental health risks in the Niger Delta is paramount, and Environmental Management tools offer valuable strategies. Adopting UNEP’s recommendations for addressing environmental health problems requires implementing the Environmental Management/Environmental Management System (EM/EMS) model.

In today's globalized business environment, multinational corporations (MNCs) face significant challenges in achieving and sustaining effective supply chain integration across diverse cultural contexts. This qualitative research explores the influence of cultural factors on supply chain integration within MNCs, employing in-depth interviews and thematic analysis to uncover key insights. Findings reveal the complex interplay between culture and supply chain practices, highlighting challenges related to cross-cultural communication, trust-building, decision-making, and organizational culture alignment. However, the study also identifies opportunities for leveraging cultural diversity as a source of competitive advantage, emphasizing the importance of cultural intelligence and cross-cultural competence for supply chain professionals. The implications of the research extend to managerial practice, suggesting the development of culturally sensitive strategies for supply chain integration and investment in cultural training and development programs. Moreover, the study underscores the need for a holistic approach to supply chain integration that considers not only technical and operational aspects but also cultural and social dimensions. While the research offers valuable insights, limitations such as the qualitative nature of the study and the focus on supply chain managers' perspectives should be considered. Future research could address these limitations and explore the interdependencies among various contextual factors to enhance our understanding of cultural influences on supply chain integration in MNCs.