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The purpose of this paper is to focus on “how to create value from collaborative innovation,” which is a core question when companies plan open-innovation initiatives. China’s Huawei Technologies is taken as the main case study, with other companies’ practices as further examples to elaborate and validate a new yet practical model.

This paper is based on the direct experience over many years of two Huawei technology executives – the very recent head of the technology cooperation department and the current manager of the same unit.

This study provides a spiral four-stage model, named SWIM, with each stage being a decision guided by a 2 × 2 matrix. These stages, named scope, weave, identify and modularize, try to balance resource allocation toward a foreseeable value, though it might be long term.

The research is primarily based on one company. The validity of its recommended model can be tested only after other companies have applied it.

The research offers a practical framework for how companies can improve their open innovation.

Large companies are important players in innovation networks. Improving the ability of large companies to operate open innovation will help many other companies and the society as a whole.

The proposed model is original and provides insights from China and is not a traditional source of management innovation. The paper will also help Western readers get a better understanding of management in what will soon be the world’s largest economy.

Using the chocolate industry as a case in point, the authors show how to analyze and take advantage of industry factors that either propel or weaken the trend toward globalization.

Here's your manual for keeping track of new regulations that might affect your market.

Joint ventures aren't usually thought of as being faster ways to exchange know‐how than acquisitions. But alliances are sometimes the only way to speedily transfer a successful company's “embedded knowledge.”

The cure for stultifying complexity—redesign the organization so that information and information technology drive simplification.

A large and robust empirical literature demonstrates that there is a strong relationship between the performance of a multinational enterprise (MNE) and its degree of multinationality. We develop a new metric to capture the return on foreign assets (ROFA), which we use as an alternative metric to return on total assets (ROTA) as a dependent variable representing performance. We find a significant S‐shaped relation between ROFA and the degree of multinationality across a large set of UK firms.

Bruce Lloyd of the South Bank University reports on an interview with Professor George S. Yip, author of Total Global Strategy: Managing for Worldwide Competitive Advantage. Argues that managers must analyse their industry and identify the specific drivers that affect their operation and development. Leads to the identification of a number of global strategy levers: global market participation; products (global products, or local products); location of the value chain; marketing strategy. Explores critical success factors: a combination of traditional concepts associated with building and maintaining a competitive advantage and creating global capabilities and a global network that can tap into the best resources and expertise available around the world, as well as knowing how to pull it together and use it effectively. Maintains that the greatest challenge for management education all over the world is how to reconcile theory and practice. You must understand what you need to learn, then develop the capability actually to learn it.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Managers need neither swallow whole an elaborate strategic planning system, nor be discouraged into total rejection. Many of the problems businesses experience with strategic planning can be traced to a mismatch of their planning system and their companies' structure. This article presents a framework for conducting an audit of a company's structural need for strategic planning.

Most observers expect Europe 1992 to enhance the performance of European businesses as they expand from a national to a continental scope. But there is little direct evidence to date of the potential gain in profitability at the business level. Using the PIMS Program database of 89 European continental businesses and 253 European single‐country businesses, this study attempts to provide evidence in this direction. The author finds that, in contrast to North America, European continental businesses were much less profitable than national businesses over the period 1972‐1987. This performance gap indicates the potential gain from the unified European market. This article examines the evidence and suggests some of the possible causes.