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Geopolitical risks associated with the return of great power politics and growing nationalism have generated new challenges for foreign investors across industries. Oil and gas companies are well acquainted with such risks and have developed strategies to manage them. This paper reviews five of these strategies: divorcing ownership control from operating control in designing collaborative ventures; proactively managing stakeholder relationships; ensuring transparency and communication; diversifying risks while proactively positioning for emerging opportunities; and deliberately planning for exit should such an eventuality arise. Firms outside of oil and gas can draw on these strategies as they navigate the emerging geopolitical context.

This paper reviews five strategies that oil and gas companies can use to manage geopolitical risk: divorcing ownership control from operating control in designing collaborative ventures; proactively managing stakeholder relationships; ensuring transparency and communication; diversifying risks while proactively positioning for emerging opportunities; and deliberately planning for exit should such an eventuality arise.

This study identifies several strategies that oil and gas companies have used to manage geopolitical risks. These tools will be increasingly important in the shifting global political landscape.

Drawing on the experiences of oil and gas companies, this study has identified several strategies that companies can use to shield themselves from the risks that are currently emanating from geopolitics. While these best practices originate in the experiences of oil and gas firms, the ability to deftly manage geopolitical risks is becoming an important prerequisite for companies across industries.

The long-term energy transition from fossil fuels to renewable energy challenges the future of oil and gas firms. The purpose of this paper is to explore how the world’s largest oil and gas firms’ strategies are responding to the transition.

The authors used content analysis of annual reports to examine the renewable strategies of the world’s largest publicly traded oil and gas companies. Data were analyzed using two complementary statistical methodologies to build a taxonomy of the patterns in strategic behaviors involving renewable energy.

Five transition archetypes are identified – three reflect an active pursuit of renewable energy, whereas the other two are more defensive in posture. The authors also find that the firm’s country context has an important bearing on renewable strategy. Both normative social pressures and regulatory pressures play key roles in influencing a firm’s commitment to a renewables’ strategy.

Using an innovative research method, we develop a new taxonomy to classify how the world’s largest oil and gas firms are shaping the transition from fossil fuels to renewable energy..

Using an innovative research method, the authors developed a new taxonomy to classify how the world’s largest oil and gas firms are shaping the transition from fossil fuels to renewable energy.

We examine the citations from four international business (IB) journals over 2000‐2004 to show the areas, the journals, and the institutions that impact IB research. The leading works that influence IB research are primarily management journals, scholarly books, and IB journals. IB research is published in non‐IB journals, as well and this has influenced the recent research in IB journals. U.S. and non‐U.S. academic institutions and non‐academic organizations are among the top 100 institutions that impact IB research, indicating that this research is a truly global endeavor. Finally, recent IB research is influenced more by recent published research than by past research. Scholarly books have become less influential, while the economics, finance, and marketing journals show no change in the influence on IB research over time.

Based on fifteen years of data on the annual Academy of International Business (AIB) best dissertation Farmer Award finalists, we find that these dissertations were done at a range of North American universities. Interestingly, dissertation topics differed from the topics covered in the three top IB journals with five‐sixths of the topics in management, organization, economics, or finance and two‐thirds set in a single country or region (U.S., Japan, North America, and Western Europe). Survey research is the most common methodology but analysis of secondary data is growing. As expected, the finalists are on average an extraordinarily prolific group.

This paper aims to analyze the research productivity and impact of the finalists of the AIB best dissertation award, now titled the Buckley and Casson Award, but from 1987 to 2012 the Farmer Award. Specifically, this paper examines whether there is a relationship between winning the best dissertation award and subsequent publication productivity and impact. Relationships between academic institution and institutional geographic location and finalists are also examined.

The paper examines 25 years of citation counts and the number of publications in Google Scholar of Farmer Award winners and finalists of the AIB best dissertation award from inception in 1987 to 2009, with cited publications as a measure of productivity and citations as a measure of impact. Top performers in productivity and impact are identified, and the averages of winners and non-winners are analyzed in aggregate, over time and per year. Data on finalists' institution and geographic location of institution are analyzed to describe the importance of location and institution to the award.

It is found that the overall average citations of the winners of the award is less than that of the non-winners, and that in the large majority of years the non-winners have an average citation count higher than that of the winners. However, taking averages in five year increments shows more mixed results, with non-winners performing better in two periods and winners performing better in two periods, with the remaining period being split as to research productivity and impact.

Aggarwal et al. in this journal summarized a variety of data on Farmer Award finalists from the 1990s to gain insights on institutions represented by finalists, the publication record of finalists, and content of dissertations, among other characteristics. This paper updates some of the insights from that paper by examining data on award winners from 1987 to 2013, and adds further insight by examining for the first time cited publications and citation counts winners and non-winners for the same period excluding the last two years.

While much of the debate and discourse on sustainability and environmentally friendly practices have focused on privately owned and operated organizations, enterprises owned by the state have escaped scrutiny. This study focuses specifically on the oil and gas sector to explore the drivers that propel state-owned oil and gas producers, the national oil companies, to embrace sustainability practices. We find that the proportion of independent directors, international exposure, and international involvement influence sustainability practices.

A case can be made that, to some extent at least, the marketing discipline has not kept pace with the practice of international marketing. Recognizing that internationalization is a dynamic process that may vary across the business of marketing, the development of marketing thought, the direction of marketing education, and the marketing research process, this paper explores that premise. Then, given the current emphasis on the integration of business activities on a worldwide basis, it suggests an interdisciplinary approach, grounded in the concept of market imperfections and internalization theory, to deal with the major challenges that now confront international marketing scholars.

As global integration between firms and countries continues to march forward, managers and strategy analysts will have to find new ways to deal with globalization. Many of the founding assumptions of multinational corporation (MNC) strategy have undergone radical change. In this paper we examine five trends that MNC managers must consider as they create strategies to compete in the contemporary global marketplace.

Presents a discussion on five key trends that include: the end of the traditional multinational company and the emergence of a new approach to structuring and coordinating cross‐border activities; the declining relevance of geography and emerging interconnectedness across boundaries as industries globalize rapidly; the new wave of MNCs from India and China and their approach to global competition; the increasing relevance of crafting specifically tailored strategies to compete in emerging markets; and the imperative to manage knowledge on a global scale.

Continued globalization is inevitable and there are few industries, if any, untouched by global competitive forces.

Present some of the key trends that are significant enough to warrant the attention of global managers in general and strategy planners in particular.

My first exposure to Yves Doz’s work was his book Strategic Management in Multinational Companies (Doz, 1986). In 1988, I was in the first year of my Ph.D. program and was deep inside research methods, statistics, and special fields courses. I received an unsolicited copy of Yves’ book from the publisher. I was not familiar with his work and compared with much of the “normal science/positivist” research I was reading, this book was significantly different. In the introduction, Yves wrote that he “tried to avoid theoretical abstractions and the complex language that provides only the trappings of objectivity and not the essence of it” (Doz, 1986, p. 10). He also said that for students of the MNC, his objective was to “integrate several theories into a managerial understanding of the multinational company.”