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Firms compete today in a situation of intense rivalry, in global markets that are subject to political, social and technological instability. As a result, no company can rely only on its own resources, knowledge and skills as it did in the past.Global managerial economics demands ramified, widespread and strongly interrelated organisations (networks). These complex structures favour managerial capabilities and outsourcing relations with co-makers and external partners (competitive alliances). The corporate culture therefore evolves into cross-cultural management, designed to overcome the physical limits of competition (marketspace management) and the local environment.In global markets, a network corporate culture makes it possible to create organisations with uniform structures, stimulated and checked by a system of communications networks (Internet; Intranet; Extranet), and it presupposes different levels of performance evaluation, which envisage an estimate of the strategic harmonisation (chairman leadership) and of operating harmonisation (management leadership).

The growth and sustainability of free market economies highlights the need to define rules more suited to the current condition of market globalisation and also encourages firms to adopt more transparent and accountable corporate responsibility (and corporate social responsibility, namely Corporate Responsibility, Global Markets and Sustainable GrowthThe debate over corporate conduct in a context of sustainable development has taken on new importance in recent times. It is an area that generates great interest among public opinion; a public increasingly well-informed and attentive to the ethical aspects of the company and prepared to recognise the lead played by those companies with responsible and socially oriented behaviour.Indeed, the growth and sustainability of free market economies highlights the need to define rules more suited to the current condition of market globalisation and also encourages companies to adopt more transparent and accountable corporate responsibility behaviour, whilst developing at the same time more effective activities of prevention, monitoring and containment 1 . Corporate

The globalisation of tourism is the result of a more general trend of growing economic globalisation and technological advancements in communications and transportation. Over the years, travel and tourism have transformed into the world's largest economic sector, with enormous ramifications. Globalisation has determined new landscapes of tourism growth with the emergence of a new tourist profile. This new panorama imposes tourism management with a global approach and corporations structured on networks where management faces two specific supply and demand drivers. Global demand drivers require developing different segments of global mass tourism while the offer drivers relate to corporate transfer pricing and sustainability policies, often-opposing forces, but always correlated with short-and long-term profit.