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This paper aims to explore and discuss the use of the flexible, discursive nature of ethnic identity as a means of facilitating the construction and use of transnational knowledge networks.

This paper examines the influence of “intangibles” on international business (IB), using a case study examining how Taiwanese people in London construct and use their professional networks for knowledge management. The methodology is ethnographic, including participant-observation, interviews and archival research.

Taiwanese businesspeople in London used their ethnic identity for networking, not only within the Taiwanese community, but also combined different identities to network through different groups. The findings suggest that the flexible nature of identity provides a means by which knowledge networks can be constructed across borders, providing insight into the actual processes through which knowledge is transferred in IB.

An identity approach can add a more nuanced analysis of real-life situations to the more traditional culture-focused approach. Greater methodological variety is needed if IB studies are to incorporate more complex perspectives on cross-cultural management, and to develop this study’s conclusions.

Managers who are aware of the complexities of ethnic identity can exploit these among themselves and their employees to seek out new sources of knowledge.

This paper provides insight into the means and processes through which transnational networks are constructed and knowledge shared across borders, and the seldom-analysed role of identity, in this case ethnic identity, in these phenomena.

The purpose of this paper is to address the paradox that represents a shortage of women in management and senior leadership positions around the world, while research has consistently shown that having women in positions of influence leads to noteworthy organizational benefits, as guest editors for this special issue, the authors provide an overview of four key streams of cross-cultural research on gender – women in international management, anthropology and gender, women’s leadership, and women’s entrepreneurship – which have been fairly well-developed but remain underexplored.

Each author led the review of the scholarly literature stream that aligned most with personal research areas of expertise, while particularly focusing each literature review on the status of each body of work in relation to the topic of women and gender in international business and management.

The authors encourage future work on the role of women and gender (including gay, lesbian, and transgender) in cross-cultural management, and the influence of cross-cultural matters on gender. In addition to new research on obstacles and biases faced by women in management, the authors hope to see more scholarship on the benefits that women bring to their organizations.

New research could aim to provide specific evidence-based recommendations for: how organizations and individuals can work to develop more gender diversity in management and senior positions around the world, and encourage more women to start and grow bigger businesses.

Scholars can lead progress on important gender issues and contribute to quality information that guides politicians, organizational leaders, new entrants to the workforce.

This is the first paper to cover these topics and review the body of work on cross-cultural research on women in international business and management. The authors hope it serves as a useful launch pad for scholars conducting new research in this domain.

In January 2006 ketamine shifted from medical regulation through the Medicines Act to a Class C drug through an amendment to the Misuse of Drugs Act. In the debate surrounding this criminalisation, interest has grown in prevalence and patterns of ketamine consumption. Such information is scarce however, particularly given that ketamine has yet to be included in the British Crime Survey or most other surveys of youth and young adult drug use. Here Karenza Moore and Fiona Measham reveal the true extent of ketamine use, who is using it and how.

Commonly known as ecstasy, MDMA has been central to the British acid house, rave and dance club scene over the last 20 years. Figures from the annual national British Crime Survey suggest that ecstasy use has declined since 2001. This apparent decline is considered here alongside the concurrent emergence of a ‘new’ form of ecstasy ‐ MDMA powder or crystal ‐ and the extent to which this can be seen as a successful rebranding of MDMA as a ‘premium’ product in the wake of user disenchantment with cheap and easily available but poor quality pills. These changes have occurred within a policy context, which in the last decade has increasingly prioritised the drugs‐crime relationship through coercive treatment of problem drug users within criminal justice‐based interventions, alongside a focus on binge drinking and alcohol‐related harm. This has resulted in a significant reduction in the information, support and treatment available to ecstasy users since the height of dance drug harm reduction service provision pioneered by the Safer Dancing model in the mid‐1990s.

Since the concept of the flagship store format was first introduced to retailing in the 1970s, both its form and function have evolved considerably. The highest concentration of flagships can be seen in the luxury fashion market. This paper aims first to define the flagship concept in terms of its key characteristics, and second to outline the academic and industry developments, thereby charting its evolution.

Research was undertaken qualitatively due to the exploratory theory building nature of the subject area and the absence of accepted theoretical frameworks. This took the form of non participant observation and in‐depth interviews with brand representatives within seven major fashion capitals.

The research identifies essential elements of the luxury store format: its scale and size which usually exceeds functional need; it is derived and built on the twin features of exclusivity and uniqueness; it seeks to offer the customer a justification for their visit. The format evolves and adapts to find new ways of generating and communicating differentiation.

The findings provide direction for future research in the area, in particular, an opportunity to investigate how luxury flagship stores adapt in order to accommodate market conditions.

The paper delineates the characteristics of the luxury flagship store format and identifies a new characteristic of this format.

The purpose of this article is to compare and contrast the workers and managers of an Anglo‐German MNC, focusing on how each group attempts to maintain an acceptable work‐life balance.

The article is based on a two‐year‐long ethnographic study, including in‐depth interviews, participant‐observation and archival research.

Although the bulk of the company's work‐life balance initiatives focus on the managers, and the managers display greater loyalty to the company, the workers are better able to achieve work‐life balance. Neither group displays a more positive attitude to their work; however, the managers focus more on achieving status and the workers on personal satisfaction.

The findings challenge assertions that “flexible” working practices are good for work‐life balance, that managers are better able to maintain a good work‐life balance than workers, and that the development of an appropriate work‐life balance policy assists in ensuring company loyalty and positive attitudes to work.

This article suggests that flexible working may contribute to poor work‐life balance, and that success may be less an issue of developing work‐life balance policies and more of encouraging a healthy attitude towards work.

This article focuses on the occupationally stratified aspects of work‐life balance, comparing managers and workers within an organisation.

The purpose of this paper is to highlight employee diversity at the workplace level in a MNC, and consider its impact upon management attempts to promote a global corporate culture.

The investigation took the form of an ethnographic participant‐observation study, which involved interviews and archival research plus a three‐month period when the lead researcher worked on the plant's final assembly line. This provided insights into the personal and psychological issues of individuals within the workforce, and an experiential dimension to the study which is difficult to replicate in other ways.

The management approach to cultural and diversity issues worked both for and against the development of cohesion and improved employee relations. Managers sometimes ignored the real impact of local ethnic diversity, focusing instead on inter‐management conflicts, which contributed to employee morale and communication problems. But where diversity was recognised, more success followed, in particular where the distinct history and identity of the plant was emphasised. The study also tentatively suggests that “crossvergence” may be a fruitful way of interpreting the complex determinants of employee attitudes.

The paper highlights how global strategies are always mediated by local circumstances, thus strengthening the arguments for recognising the interaction between management elites and local workforces, acknowledging cultural diversity and its impact on global business, and looking beyond simplistic notions of “national culture” towards diversity within national boundaries. The key implication for managers is that the successful implementation of global corporate strategies works best not just with due acknowledgement of local workforce identities, but with positive engagement with local historical and cultural traditions.