GLOBAL BUSINESS MANAGEMENT OUTLOOK (2020-2024)
Main Article Content
Аннотация:
The Global Business Management Perspectives (2020-2024) explores the evolving landscape of international business amidst unprecedented global disruptions and technological advancements. The period from 2020 to 2024 has been marked by the far-reaching impact of the COVID-19 pandemic, which forced organizations to rapidly adjust to remote work, reconfigure supply chains, and adopt new technological tools. In addition to the pandemic, geopolitical tensions, trade wars, and regional economic shifts have reshaped global business strategies. The increasing demand for sustainability, coupled with heightened attention to Environmental, Social, and Governance (ESG) principles, has driven companies to rethink their approaches to corporate responsibility. Furthermore, the digital transformation of business [1-3] processes, the rise of artificial intelligence, 5G technology, and cybersecurity concerns have all contributed to the reshaping of global business management strategies. Companies have had to navigate the shifting economic environments, leverage emerging markets, and focus on long-term sustainability, all while addressing technological innovation, employee well-being, and social responsibility. This period is defined by adaptability and resilience as businesses work to survive, innovate, and thrive in an increasingly interconnected and complex global economy.
Article Details
Как цитировать:
Библиографические ссылки:
World Economic Forum (2021). "The Future of Work in a Post-COVID World."
International Monetary Fund (2022). "World Economic Outlook: Global Trade and Protectionism."
Harvard Business Review (2023). "How Companies are Leveraging AI for Digital Transformation."
Global Business and Economic Review (2024). "Emerging Markets and the Global Economy."
Akbarova F.Sh .Еconomic transformation and management news: uzbekistan and global business management perspectives.. New Uzbekistan: Scientific research November 2024. Issue 70, part 2, pp 21-23.