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This chapter sheds light on how the internationalization of state-owned enterprises (SOEs) is jointly influenced by the ownership involvement of the state and other relational investors and by the home country’s institutional setting. It integrates international business literature and insights from the theory of corporate governance into a varieties of capitalism framework. Taking a configurational perspective, the interdependencies that link the SOE internationalization to the joint effects of particular combinations of actors and institutions are analyzed. As a result, it is argued that only a few home country–SOE governance configurations favor the expansion of SOEs abroad: (i) a configuration in which the state is a dominant owner capable of aligning the interests of any other private shareholder and the government is embedded in a proactive institutional context, so as to effectively orchestrate the internationalization process, (ii) a configuration in which, assuming the home country institutions markedly deficient in supporting interventions, relational co-owners are involved in SOE ownership and governance and have commitment, influential power, and competencies to equip the company with an effective strategy and competitive advantages to be exploited abroad. In all other configurations, the international performance of SOEs is worse, being undermined by institutional contexts that favor an inward-looking approach of the state and government, and/or by principal–principal agency problems.

The purpose of this paper is to provide a conceptual framework for the intermediation of state-owned enterprises (SOEs). Governments may apply different form of support with the aim of increasing corporatization and internationalization of SOEs. The paper suggests a strategy based on institutional intermediation as the more efficient to drive corporatization and internationalization.

The research selected cases concerning SOEs in different industries in Europe in search of recurrences from a novel theoretical perspective. Among them, a case study concerning the Italian Space Agency explores the development of an institutional intermediary.

Government supports to SOEs appear in different forms and contribute to different results. A typology of the most recurrent forms shows three different types of actions governments have taken to support internationalization of firms. Intermediation seems the most suitable to trigger corporatization and internationalization.

The study explores institutional intermediaries as a novel supporting strategy for governments. It proposes a novel concept based upon a single case study. Further research needs to test and verify the institutional intermediaries’ impact drawing on a larger sample and different contexts.

So far, few attempts have linked corporatization to globalization. The paper tries to fill this gap between corporatization and internationalization of SOEs. Its value is the provision of a novel view that includes institutional intermediaries as instrumental to governments’ strategy that aims to bridge the two components.

The Indian retailing industry has undergone dramatic changes because of the government's recent liberalization in retail sectors along with the country's rapid economic development and emerging consumer groups with market power. Despite the increasing importance of India in the global market, little is known about apparel retail sectors in India and the information available is fragmented and under‐developed. The purpose of this paper is to assess the competitiveness of the Indian apparel retail industry and the changing market conditions since the 2006 retail trade liberalization to identify the opportunities and challenges of operating in the Indian market.

This study employs Porter's diamond model as the theoretical framework. This study conducts an extensive review of published documents including academic journals, trade publications, and government and industry web sites and discusses them within the framework of the diamond model.

By analyzing the multi‐determinants of the diamond model (factor conditions, demand conditions, related and supporting industries, firm strategy and rivalry and the role of government), the authors identified key opportunities and challenges of entering the Indian apparel retail industry.

This study provides a comprehensive view of the rapidly evolving Indian apparel retailing industry by evaluating multi‐dimensions of competitive conditions in Porter's model.

This study aims to investigate whether the protection motivation theory (PMT) and religiosity can explain the intention of at-home worship adaptive behavior during the COVID-19 pandemic. This study further explores factors that may affect this adaptive behavior, namely, the intention to adapt behavior, religiosity, social influence and trust in the government.

Data were collected through an online survey to purposively sample the respondents, resulting in 368 responses that were valid for structural analysis using partial least squares structual equation modeling (SEM).

This study found that PMT, and not religiosity, directly predicts an individual’s intention to adapt his/her behavior to at-home worship during the pandemic. Religiosity, however, has a role in evoking a coping appraisal that leads to the intention to enact the adaptive behavior. Further, this study found that intention, social influence and trust in the government predict an individual’s adaptive behavior for at-home worship.

This study may guide the government to create a policy that could enhance people’s adherence to adaptive behavior during the pandemic, particularly regarding their communication strategy by focusing on the cognitive and psychological aspects. In particular, framing based on this study’s result may serve as an insight for better prevention of virus transmission through a focused communications strategy.

First, the utilization of PMT to explain adaptive behavior in the context of at-home worship during the pandemic was extended. Second, the research of religiosity in the context of a pandemic was advanced and how it influences adaptive behavior was investigated. Finally, the utilization of partial least squares-SEM techniques to investigate individual adaptive behavior during the COVID-19 pandemic was extended.

This chapter argues that aspiring hegemons face a wide array of complex and distinct military challenges. Managing scarce military resources requires a subtle and complex global strategy that is likely to generate cognitive overload for the political system. As a result of cognitive overload, aspiring hegemons are likely to flail around, rapidly shifting from one global strategy to another. Such strategic flailing will occur independently of whether or not the economy is in crisis, though clearly economic crisis will exacerbate the tendency towards strategic incoherence. The chapter examines U.S. global strategy since the end of the Cold War, looking at the focus on “rogue regimes,” a growing concern with “global chaos,” worry about the rise of a peer competitor (China), and the debates about the root causes of, and best strategies to mitigate, terrorism. The chapter concludes with a discussion of the role of culture and notions of national identity and their role in the formulation of grand strategy.

A study is described involving the use of questionnaires to investigate the situational factors (economy, government, technology, competition, culture, demography) that affect the banking industry in Saudi Arabia. The results reveal that culture and technology are viewed as less important than the government and the economy. It is advisable for banking strategists to start thinking about the importance of culture, demography, and technology in Saudi Arabia. Considering the rise in Islamic awareness, bankers should in some way create an atmosphere to benefit from this trend and change it to a positive factor. More attention should be directed towards integrating technology, culture and demography.

Top‐down or outside‐in change methodologies are increasingly seen to be ineffective. Systems thinking suggests that change in organizations is a much less straightforward and more subtle phenomenon than previous models allow. Since the late 1970s and as organic metaphors have become used more, the concept of organizational learning has emerged as central to the issue. However, an understanding of how this may take place is still undeveloped. Recently technologies for whole systems development have emerged based on Weisbord′s dictum that for change or learning to occur we need to “get everybody into improving the whole”. Whole systems development can offer a way to realizing the learning organization. Provides a case study of whole systems development in action within Walsall Metropolitan Borough Council in the UK. Begins with a brief account of the ideas on which whole systems development is based and concludes with a commentary on the case study.