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Innovative companies in the U.S., Mexico, and the Pacific Rim are experimenting with a new type of transnational strategic alliance (TSA). By sharing complementary resources and capabilities across borders—and splitting the costs and risks—these TSAs can take advantage of market opportunities that most firms dare not grasp for on their own. They represent radical departures from traditional joint ventures in terms of the objectives, perspectives, and relationships of alliance partners.

This articles provides a managerial framework to examine and analyse factors that may influence government decision making in less developed countries. In order to market successfully to these buyers, a series of hurdles has to be cleared. These include meeting eligibility, following procedures, establishing critical linkages, developing competitive offers and exerting appropriate influence. International firms can enhance their success and profits by taking a serious, long‐term approach to these markets.

This paper reviews the growth of the Brazilian aircraft industry, and evaluates the strategic choices and government policies that have influenced its development. Brazil's goals of military independence, technological development and improvement of its balance of payments have influenced the development path chosen and the requirements for success. Brazil's attempts to overcome the barriers to achieving technological competence, cost competitiveness, market acceptance and financial sustainability are described. It is argued that the government has played a crucial role in providing financial resources and a protected domestic market, but that it has allowed the key enterprise, Embraer, to maintain an emphasis on commercial viability and international competitiveness. Embraer's emphasis on product niches where it has potential competitive advantages has been a key to its success. It is argued that a clear competitive strategy, based on a thorough analysis to the key success factors in the industry, is a vital link between government goals and support and international competitive success.

The purpose of this article is to present a biographical sketch of Lee C. Nehrt, who, in 1962, became the first person to obtain a PhD in International Business.

This study is mainly based on an in‐depth interview of Lee Nehrt followed up by several telephone and e‐mail interviews as well as e‐mail interviews of a number of Nehrt's former colleagues and students. In addition, Nehrt's published works were extensively reviewed and utilized.

The findings are reported in the form of a biography. In particular, the paper documents Nehrt's contribution to the emergence of international business as an important field of study, his role in internationalizing business curricula within the USA and in popularizing the American model of business education across the world. The paper also reflects on Nehrt's contribution to the Academy of International Business and his efforts in forging closer ties between international business academics and practitioners.

The dearth of biographical research in the international business discipline points to a need that has yet to be fulfilled. This is the first published article on Nehrt's life and career as a pioneering international business scholar.