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This study explains the international opportunity development of SMEs from emerging economies during institutional transition. This research enriches our understanding of how these firms adopt different approaches to developing international opportunities when they confront the turbulent institutional environment. We develop a phase-based framework for the evolution of transitional institution for SMEs’ internationalization and the SMEs’ internationalization process in that framework. By providing an empirical case study of a privately owned SME from China, the main finding is that SMEs from emerging economies become more entrepreneurial and proactive in developing the international opportunity during the institutional transition.

The hospitality and tourism industry is highly labor-intensive. It is constituted by a fast-paced, dynamic, unpredictable and unstable operating environment that requires an extraordinary leadership ability, and leaders may need to adopt a transformational leadership style. A plethora of theoretical and empirical studies have shown the importance of transformational leadership. However, there is still much to be learned. Meanwhile, no study to date has measured the relationship between transformational leadership, job involvement, and job satisfaction among employees in the hospitality and tourism industry in New Zealand. This study expands our understanding of transformational leadership in the specific context of hospitality and tourism.