French and EU policies promoting a circular economy have prompted multinational textile lead firms to integrate minor, compliance-driven adaptations into their existing linear models, though these changes rarely alter the geography of their global production networks. In contrast, "born-circular" firms embed sustainability at their core and attempt to build regional supply chains, yet they remain limited in scale due to significant technical and commercial constraints. To bridge these operational gaps, a new ecosystem of "middle-of-the-chain" intermediaries has emerged to facilitate recycling, repair, and the transition toward more localized, inter-sectoral value chains.

Citation: Curran, L., & Joltreau, T. (2026). The impact of circular economy policies on business models within global value chains: a study of the French textile industry. Journal of International Business Policy. https://doi.org/10.1057/s42214-025-00238-2

What does it really take to set yourself on the path toward a meaningful and impactful research career during your PhD? Through the lens of sensing, seizing, and transforming as mechanisms for navigating developmental opportunities, this episode explores how doctoral students, can move beyond core PhD training to build the skills, networks, and scholarly identity needed for impactful research careers. We unpack practical “scaffolding techniques,” from interdisciplinary exposure and international experiences to strategic co-authorship, peer review, and methodological training, that help bridge the gap between core academic training and real-world relevance.

Join us as we discuss how the next generation of scholars can navigate institutional barriers to contribute more effectively to the global community.

Citation: Boncheva, K., Gadhia, M., Mans, T., Morales Marenco, M. J., Shukran, K., et al. (2025). Sensing, Seizing, Transforming: A Student Perspective on Enhancing IB Doctoral Education for Meaningful Scholarship. AIB Insights, 25(5). https:/​/​doi.org/​10.46697/​001c.153860.

This podcast explores how managers in Multinational Enterprises (MNEs) navigate the matrix of conflicting demands between global headquarters and local subsidiaries. The authors identify how complex reporting lines and shifting corporate priorities can trap managers in a cycle of ambiguity, hindering effective decision-making and strategic agility. To break free, the paper suggests that firms must simplify their organizational structures and empower local leaders to prioritize market responsiveness over rigid internal bureaucracy.

Citation: Conroy, K.M., & Collings, D.G. (2026). Trapped in the MNE matrix: liminal identity at the local–corporate–global nexus. Journal of International Business Studies. https://doi.org/10.1057/s41267-025-00817-8