Excessive consumption of animal-based protein has led to a significant negative impact on the environment and human health. Companies producing alternative protein end-products aim to produce substitute products that are similar to conventional animal-based products with less environmental impact. In this research, 955 alternative protein companies were analyzed using descriptive methods. The results revealed a significant increase in the number of companies after 2015, indicating high industry potential and an increasing global focus on sustainability. Plant-based products dominated the production structure because they were more appealing to consumers and may reach price parity sooner. Current food systems are unsustainable. Thus, although some factors still hinder the market uptake of alternative proteins, a shift towards a more sustainable food system is inevitable in the future.

In their fifth sustainability management case study, the authors examine the focus, organizational processes, and operation of TESCO's responsibility and community activities in Hungary. On the one hand they executed analyses of publicly available company reports and internal documents, while on the other hand, they conducted semi-structured interviews with internal and external experts who play a key role in the added CSR activities. In addition to the descriptive presentation of the activities, the authors' work points out that there are many crutial organizational conditions for the effective management of organizational processes related to sustainability and communities, furthermore they highligted the possibilities and limitations of involving external parties and service providers, as well. The value of the case study is enhanced by the fact that no comprehensive case study presenting the sustainability activities of the leading domestic food retail companies has been published recently.

Journal of Economic Literature (JEL) codes: A13, D6, F6, M14, M19, M38

This paper aims to identify the impact of the recent economic and non-economic shocks on the globalisation of trade in terms of trade policy and structural openness, and to take a side in the discussion about the reversal, the slowdown, and the continuation of trade globalisation. The report argues that geopolitical decisions based on pure political priorities and different macro- and micro-policies may
harm trade globalisation temporarily. Nevertheless, in the long run, underlying
economic factors, such as decreasing trade costs and expanding services trade remain the critical driving forces of globalisation. The speed of the process is likely
to be slower than before, and its characteristics are different. With weakening multilateralism and increasing fragmentation, the emerging global world order will be suboptimal from the point of view of economic efficiency. 

Journal of Economic Literature (JEL) codes: F01, F02, F13, F60.

Platform-based, demand-driven business models, known as the sharing economy, emerged in the United States in 2008. Their emergence has been made possible by digital development, and their impact can be seen in both economic and social life, in the globalised nature of cooperation models. Since 2016, the European Commission has conducted three surveys on using the sharing economy in the EU Member States. Based on the 2018 survey, this study analyses Hungary's and Romania's relationship with the sharing economy. The survey results show that awareness of the SE is increasing, especially on the consumer side. However, a decreasing trend is observed on the service side. Demographic factors (age, gender, employment status) significantly influence the willingness to provide and use services. Respondents in the two countries are not homogeneous and have different perceptions of the opportunities and threats of the sharing economy.

Language diversity is an inherent part of international business transactions,
despite the dominance of English. The challenge for management, HRM, and
employees in multinational companies is to find the right strategy. Multinational
organizations can be categorized using the EPRG (ethnocentric, polycentric,
regiocentric, geocentric) model, according to how they define their relationship
with subsidiaries, and how they operate in foreign markets. Using this model,
conclusions can also be drawn from their applied language strategy.

JEL code: F23, Z13