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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.

The topic of this article is the term “global marketing” and the phenomenon of the “globalization” of marketing activities. Global marketing is a theoretical concept that in a managerial context is hardly applicable. Global marketing and the globalization of marketing activities have become a cliché among marketing scholars and marketing practitioners. Also introduced and discussed is the concept “glocal marketing” to fill the gap or vacuum between the theoretical concept of global marketing and the empirical phenomenon of the globalization of marketing activities applied both by marketing scholars and by marketing practitioners.

This paper seeks to answer the basic question of the fate of Sub‐Sahara Africa's development in the context of the emerging marketing system that is anchored on the globalisation orthodoxy.

The paper draws from literature to argue that the emerging globalised marketing system is an advanced stage of colonisation, neo‐colonisation, and re‐colonisation of Sub‐Sahara Africa by the developed economies.

Based on this premise, the paper submits that the new system possesses the potentials to impoverish SSA unless innovative marketing and development paradigms that are Afro‐centric are developed, to tactically respond to the challenges posed by the emerging marketing system that favours the rich countries of the world.

The paper proposes some strategic choices open to Sub‐Sahara Africa for adapting to the new order. Only through this means can the region actively and positively participate in this “juggernaut called globalisation”.

In providing a view of the impacts of globalisation on Sub‐Sahara Africa from within the region, this paper offers an alternative to the largely “developed world” academic discourse.

The purpose of this paper is to apply the structure‐conduct‐performance theory and the strategic fit concept to examine the effects of globalization on markets, strategies, and performance of business‐to‐consumer firms in Brazil.

The paper takes a qualitative approach to answer the research questions. Top decision makers such as president, chief executive officer, chairman of the board, vice president, and director of the companies were interviewed. The elite approach to in‐depth interviewing was followed to obtain reliable information from the decision makers.

Findings indicate that globalization and especially the entry of Chinese firms significantly changed market contexts in Brazil. Brazilian executives responded to changes in market contexts by shifting from production to customer orientation, building brand equity, developing new products, and differentiating offerings. Overall, marketing performance of Brazilian firms was positive, but profitability suffered.

The study contributes to the literature by showing that globalization has changed market contexts in Brazil by developing a new form of competition in which firms from emerging economies are now competing against each other. Findings from this study can provide useful theoretical and strategic insights into the behavior and performance of firms in other emerging markets.

This research aims at contributing to international marketing literature by reconsidering the drivers of firms’ globalization and global market performance in the light of organizational mindfulness concept.

Based on industrial organization theory, resource-based view and literature on organizational mindfulness, a conceptual framework is presented to characterize how organizational mindfulness impacts firms’ globalization process and global market performance. In total, 14 propositions are extracted.

This paper proposes that organizational mindfulness plays a significant role in firms’ entry into foreign markets, global extension and global market performance. More specifically, organizational mindfulness positively moderates the relationships between external globalization drivers and the extent of firms’ globalization. In addition, organizational mindfulness is an antecedent to strategic processes, whereas it positively moderates the relationships between other internal drivers and firms’ globalization and global market performance. Furthermore, this paper suggests that country equity is a significant external globalization driver that also moderates the relationship between the extent of firms’ globalization and global market performance.

The proposed framework contributes to international marketing research by integrating organizational mindfulness concept into the drivers of firms’ globalization and global market performance, and highlights its crucial role in the pursuit of opportunities in the global marketplace. The paper suggests that firms should create mindful organizations to expand its activities into global markets and achieve desirable global market performance. In other words, they should improve collective mindfulness to survive in today’s hyper-competitive markets.

The paper represents the first attempt that incorporates organizational mindfulness concept into firms’ globalization process. Highlighting the importance of developing mindful organizations, it reconsiders the drivers of firms’ global expansion and global market performance. Furthermore, it is the first attempt that introduces the country equity construct as an external driver of firms’ global extension and as a moderator between organizational reform measures and global market performance.

This paper aims to examine how market globalization orientation (i.e. a firm’s strategic commitment to developing the target markets beyond national borders) influences business-to-business (B2B) practices to achieve competitive performance outcomes.

A conceptual framework shows how to translate strategic orientation into integrated organizational practices for competitive outcomes. A research model defines key variables (drivers, B2B practices and performance outcomes). The research model is tested using an international survey of 439 firms from four continents. And the analysis results are reported.

The results suggest that market globalization orientation influences organizational practices and external B2B network processes to achieve desirable performance outcomes. Integrated product development is a crucial linkage mechanism that enables firms to translate strategic network coordination and product innovation goals into improved manufacturing and firm performance.

First, macro-level factors (e.g. the changing attitudes of domestic stakeholders toward globalization) do not necessarily dictate the critical aspects of the micro-level responses (e.g. firm-level practices). Despite negative narratives of globalization at the macro-level (e.g. economic inequality, unwanted immigration that spreads transmissible diseases, supply chain disruptions), firm-level responses toward global markets are determined by their missional direction and strategic priorities for achieving competitive advantage by expanding their B2B supply chains and market frontiers (Adams et al., 2019; Kobrin, 2020; Witt, 2019; Zinn and Goldsby, 2020). Second, the findings suggest that many firms take globalization orientation as an essential strategic driver that governs critical operational and network practices for achieving desirable performance outcomes. Market globalization orientation motivates B2B firms of all sizes –including small and medium-sized enterprises (SMEs) – to pursue globalization in their unique paths of differentiation. Globalization orientation expands their spheres of influence beyond their local, regional and domestic fronts. The globalization orientation of business leadership motivates firms to stretch their business frontiers without self-imposed geographical constraints.

Competitive firms choose market globalization orientation in their supply flow and implement strategic and operational practices to pursue global market opportunities. Globalization orientation is imperative to firms that seek new growth engines to achieve competitive performance that appeals to diverse market segments of the world.

Outstanding firms expand their value frontiers to secure a flexible supplier base and reach out to diverse B2B customers in their domestic and global market segments. This study also suggests that firms with a market globalization orientation aim to develop novelty products, offer essential services, support the livelihood goals of people and pursue a shared vision of a sustainable planet.

In the context of conflicting societal attitudes and political priorities toward globalization, this study examines the crucial role of market globalization orientation. Using an empirical study, this paper suggests that globalization efforts succeed as firms deploy their internal and network resources to address people’s essential and timeless needs beyond national boundaries.

The purpose of this paper is to explore how selected fast‐moving consumer goods markets in Central and Eastern Europe (CEE) have developed since the opening of CEE and what market structures have emerged since then. Particular attention is paid to the role of Western multinational corporations (MNCs) as drivers of globalization in this market‐reshaping process.

Based on household panel data the dissemination of international brands is analyzed in four product categories and four countries of the region. In addition, the question of whether the level of economic development of countries or the product character has an impact on the penetration levels of international brand is examined.

The outcomes of this retrospective study furnish evidence for the globalization of fast‐moving consumer goods markets in CEE. Although the level of diffusion of international brands varies by product category and country, the strong influence of Western MNCs in the shaping of market structures can be documented. The findings also mirror the predominantly‐employed marketing and brand strategies of foreign MNCs in CEE, namely internationally‐integrated as well as multi‐tier brand strategies.

The data provides only a snapshot of the situation in selected consumer goods markets in the region. In order to obtain a fuller picture of the extent of market globalization, the market share of international brands should be complemented by additional data on purchase and usage behavior.

The paper contributes to the current discussion of the market globalization thesis.

The debate over the standardization and/or localization of marketing strategy has proceeded without a sound theoretical underpinning. Attempts to generate such an underpinning through the development of a conceptualization of the globalization of world markets. Further, and more importantly, presents a three‐step process to assist marketing managers in assessing the appropriateness of strategy implementation. Utilizes the electronics industry as an illustration of the appropriateness of the model. Provides a much‐needed conceptualization of the globalization process and an enumeration of the necessary economic conditions for marketing strategy determination.

The economic realignment in Latin America has created two clusters, one stagnant in the north and the other growth-bound in the south. This study aims to focus on Brazil, the key player in the growth-bound southern cluster, and address three fundamental questions: how Brazilian executives in four B2B sectors (telecommunications, business equipment, steel, and transportation) viewed the internal competitive developments, how they strategically responded to these developments, and what were the marketing and financial outcomes of these strategies.

Data were obtained by interviewing top decision makers such as president, chief executive officer, and director of the companies.

Findings show that the intensity of competitive pressures due to globalization varied by sector and so did strategic responses of firms. Marketing and financial performance outcomes also varied by sectors.

The study adds to the growing literature on competitive market developments, strategic responses and performance outcomes of firms in Brazil, an important emerging economy and the key player in the southern Latin America cluster.

International marketing has performed extremely well during the second‐half of the twentieth century. This paper examines the outstanding performance from different perspectives and evaluates the future of international marketing in the age of globalization.

This paper presents a chronological review of international marketing in four distinct periods: 1945‐1964, 1965‐1984, 1985‐2005, and 2005‐forward. These periods are labeled as ages of coincidence, confluence, commingling, and creative conflict. The state of the world, the state of international marketing and the status of the marketing context are analyzed as they have emerged and changed.

The paper posits that for international marketing to continue to perform in its spectacular manner, the field needs to cross fertilize with globalization, which enables international marketing to reach out to all corners of the globe successfully and smoothly.

The paper carefully identifies the relationship between globalization and international marketing and posits that the future success of international marketing is vitally dependent on the far reaching success of globalization.