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The rise of Emirates, Etihad, and Qatar Airways in the Middle East (collectively referred to as “ME3”) has been absolutely dramatic. How should other full-service carriers respond? This study takes a look at how one carrier, Singapore Airlines, has responded and may offer clues to how others may choose to respond. Facing ME3’s ascent in service quality and rapid capacity expansion, Singapore Airlines stuck to its niche as a premium carrier and refrained from tit-for-tat type competition. It managed to command a fare premium in select markets even in the presence of ME3, but had to sacrifice growth in its passenger count. This offers valuable lessons for other full-service carriers.

Various forms of regional cooperation in East Asia have greatly increased in the past two decades. Scientific collaboration is beneficial for both scientifically lagging countries (SLCs) and scientifically advanced countries (SACs) with respect to their S&T capacity and thus economic prosperity. This paper aims to provide a comprehensive description of intra‐regional scientific collaboration in East Asia from 1985 to 2008 with the 10+3 (ASEAN ten plus China, Japan and South Korea) framework.

The paper uses co‐authored articles embodied by Science Citation Index Expanded (SCI‐Expanded) to indicate cross‐border scientific collaboration.

Data show that heterogeneity in the publication output across East Asian countries is decreasing. Intra‐ASEAN, intra‐ Northeast Asia, as well as ASEAN and Northeast Asia scientific collaboration greatly improved since 1997.

This paper discusses factors influencing international scientific collaboration and focuses on explaining the impact of regional integration. Finally, it offers further suggestions on East Asian integration from the perspective of scientific collaboration.

The aim of this paper is to demonstrate how an imaginative sourcing policy can be used to provide a competitive advantage for clothing manufacturers based in high‐cost countries. The paper shows how Chorus Line Corporation implemented their sourcing mix, through a combination of production in different regions, to maintain and develop their competitive position in the womenswear market in the USA. The company's basic data and decisions are outlined as an example of how one privately owned company views the sourcing and production decision. In this way the paper will help firms to develop their own global production strategies with balanced sources to meet their business and market strategies.

The rise of East Asia to most dynamic center of processes of capital accumulation on a world scale is a phenomenon of the 1970s and 1980s. As a first approximation, the extent of this rise can be gauged from the trends depicted in figure 1. The figure shows the most conspicuous instances of “catching‐up” with the level of per capita income of the “organic core” of the capitalist world‐economy since the Second World War. As defined elsewhere, the organic core consists of all the countries that over the last half‐century or so have consistently occupied the top positions of the ranking of GNPs per capita and, in virtue of that position, have set (individually and collectively) the standards of wealth which all their governments have sought to maintain and all other governments have sought to attain. Broadly speaking, three regions have constituted the organic core since the Second World War: North America, Western Europe and Australasia (Arrighi, 1991: 41–2; Arrighi, 1990).

Considers the interest shown by European retailers in the markets of South East Asia and places this interest within the wider context of East Asian markets. European retailers’ interest in the region has been a feature of recent developments in international retailing. Charts the growing interest in the region and the relative attractions of different markets and critically evaluates the assumptions that are made about East Asian markets and suggests that a far more rigorous set of criteria should be employed when evaluating markets in the region. Evaluates the implications of the recent financial and economic crises on European retail investment in the region.

Special risks are examined in establishing a local operation in the Far East and markets discussed for spirits and wines. Possible market approaches are suggested, and the author concludes that the potential returns will justify the risks of participation.

In the 1990s, following the challenges imposed by globalisation, the liner shipping industry experienced profound changes, leading major carriers to create ad-hoc logistics business-units. Nevertheless the vertical integration of shipping lines along the transport chain faced important entry barriers in various regions.This paper aims at analysing the impact of such barriers on carriers’ pathways of expansion in the logistics business. It mainly focuses on the East-Asian market, as a relevant empirical case in which important institutional and socio-political obstacles are still in force .Main results disclose sui-generis paths of expansion achieved by major carriers, in contrast with linear constructs of time and space proposed by classical TNC theories. In such respect, port operations reveal to be the most critical stage of the chain. The ‘sidestep’ of the port phase, leading to investments in other on-shore activities (warehousing, inland terminals, etc.) as well as the implementation of aggressive financial campaigns (acquisitions and takeovers), reveal the unfaltering will of top shipping lines: the quick achievement of a successful vertical and horizontal expansion despite environmental obstacles.

Although international franchising has occurred in East Asia over the past 20 years, surprisingly very little academic research has been undertaken to understand key dynamics of this marketing phenomenon. The purpose of this paper is to examine franchise resources, which is a key construct in the internationalization of retail franchising.

A multiple case study approach has been adopted to generate rich data designed to aid understanding of the complexities inherent within such an international marketing relationship. The data were drawn from five US food service retail franchises, which are household brands across East Asia, operating in Singapore.

This study presents several interesting findings for the retail franchise industry. First, consistent with resource scarcity theory, international franchising relationship begins with a high degree of franchise dependency on the local franchisees. Next, international franchisors will be well served to select their overseas franchisees with strong financial resources to engage in rapid expansion, good contacts to secure early stores in prime retail locations and well‐proven local knowledge to modify the concept to suit particular market needs.

Findings from this study have important managerial implications for international retail franchisors on how to effectively select franchisees to successfully launch and manage their brands in East Asia.

This empirical study has made a major contribution in adding to the limited body of empirical knowledge on franchisee selection in international retail franchising, particularly in East Asia. It is hoped that this paper will encourage more academics to investigate why certain international retail franchise concepts perform relatively better in East Asia than others.