Under the background that the international technological innovation environment VUCA has been intensifying and the innovation situation of Chinese manufacturing enterprises has been impacted, the innovation dilemma faced by enterprises has attracted increasing attention, while the innovation dilemma is also one of the important factors affecting the operation efficiency of enterprises. Based on the micro-data of China’s A-share manufacturing listed enterprises, this paper empirically analyzes the impact of innovation dilemmas faced by enterprises on operational efficiency (innovation dilemmas are measured by the difference when actual innovation performance is lower than expected innovation performance). The results show that the innovation dilemma of manufacturing enterprises significantly inhibits the operational efficiency of manufacturing enterprises by reducing their risk tolerance, development ability expectation and profitability. After using a series of tests, such as instrumental variable method, propensity score matching method, DID (Differences-in-Differences) and changing variable measure method, the conclusion is still robust. In addition, the inhibitory effect of innovation dilemma on enterprise operation efficiency is more obvious for private enterprises, small and medium-sized enterprises, enterprises in the ascend or decline phase, high-tech enterprises and enterprises in the eastern region. Therefore, the government should strengthen the policy support for the manufacturing enterprises in the innovation dilemma, help the enterprises to overcome the innovation bottleneck. Manufacturing enterprises themselves should enhance their innovation capabilities and strive to get rid of the innovation dilemma in order to maintain a stable footing in the fierce market competition and improve the high-quality development of China’s manufacturing industry.

NUMMI was one of the most analyzed case studies in terms of joint ventures, management dysfunction, and international globalization. NUMMI is an acronym for New United Motor Manufacturing, Inc. This manufacturer was a joint venture between automotive US titan GM and Toyota of Japan. GM wanted to further monetize its Fremont factory, but also had limited opportunities during a US economical recession. Toyota wanted to expand manufacturing operations in the US for the very first time, creating an intriguing collaborative partnership between the two. However, various problems lead to dysfunction through cultural, organizational, or managerial differences. This case study is analyzed through its historical analogical scope, ultimately leading to hypothesizing remediation through an ethical data-driven and total quality management (TQM) approach.

This research explores and analyzes the challenges and opportunities due to globalization's impact on sustainable strategic management. The research uses a mixed-method design, combining primary and secondary data collection methods. Secondary data is sourced from various credible publications and analyzed through an extensive literature review. A case study approach is adopted, involving semi-structured interviews with six experienced managers from Tazweed Venture Capital in Jordan. The study employs a qualitative, descriptive, and analytical approach to develop a conceptual framework by exploring managers' experiences and perspectives on Globalization and its impact on Sustainable Strategic Management. The findings identify challenges of environmental degradation, economic inequality, transportation and logistics pressures, and compliance challenges for sustainability. While implementing sustainable practices incurs upfront costs, accessing renewable energy markets and financial support presents opportunities. Tazweed successfully implements sustainable strategic management, emphasizing stakeholder engagement and collaboration across departments. This research offers valuable insights and guidance for companies navigating globalization's impact on sustainability strategic management.