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As organizations globalize their operations, there is a heightened need to identify and select qualified managers for overseas assignments. The increased complexity of these foreign assignments necessitates a recalibration of the traditional selection procedures and processes used in the past. In particular, there is some evidence that expatriation becomes strategic as organizations increasingly grow and compete globally. Therefore, the critical issues, which arise as expatriates’ assignments evolve into a global assignment scope, must be viewed in a systematic manner. This paper develops a unique theory‐based expatriation selection process based upon a systemic assessment of potential expatriate candidates’ multiple IQs, learning styles, thinking styles, and the nature of the expatriate assignment. In addition, a practical step‐by‐step managerial process is developed that can be used in the selection of expatriate managers for global assignments.

Background to International Counterfeiting It has been estimated that counterfeiting, the unauthorized imitation of goods or services with intent to deceive (6), was responsible for approximately $60 billion in lost sales of consumer and industrial products in the United States in 1985. In comparison, $3 billion in sales were lost in United States market in 1978 due to piracy of reputable merchandise. Currently, counterfeiting has been estimated as increasing at an incredible rate of thirty percent a year. One of the fastest growing product counterfeit segments is in industrial products. Close to five percent of the total world trade consumer industrial products is accounted for by the importation of fraudulent goods and services. The counterfeit market in the United States exists and continues to thrive due to the immense demand for copies of well‐known, reputable brands, but at a fraction of the cost of the real item. By forging goods, counterfeiters reduce their costs by denying the royalties that rightfully belong to the originator of the forged item. In another aspect, if existing technology is copied from another firm, the counterfeiting organization has virtually no research and development costs while the firm that produced the technology costs are significantly higher than those of the counterfeiter.

This paper examines the role of managerial curiosity as a critical factor in determining the future impact of disruptive information technologies in a global organization. Specifically, this paper presents curiosity as a managerial characteristic that plays an important role in identifying disruptive information technologies and facilitating their early adoption. Further, it uses resource‐based theory as a theoretical lens to illustrate how managerial curiosity can be a source of sustained competitive advantage. Finally, it examines the individual decision styles that are best suited in assessing disruptive information technologies.

As organizations have expanded globally, control mechanisms utilized in the past may need to be supplemented with a new type of personnel, that of the inpatriate. Expatriates were the most widely used staffing for corporate control, but due to various issues, a complementary set of employees to facilitate corporate goals could be utilized. Inpatriation, as a practical and conceptual means to augment expatriation, is discussed, compared with, and contrasted to, expatriation. This research explores the use of inpatriates in facilitating global control.

The purpose of this paper is to examine Trompenaars' cultural dimensions using reference point theory to propose the adjustment difficulties that inpatriates will experience when entering the home market/global headquarters organization culture.

Specifically, it examines means by which the organization may maintain the inpatriate's perspective while at the same time provide training/development to assist in integrating the inpatriate manager into the global management team.

The paper proposes that the inpatriate's origin plays a significant part in determining the difficulty of adjusting to the headquarter culture as well as to the general culture of the new home country. The need for reference points (internal, external and time) becomes vital in that each allows for a better understanding of the adjustment process.

With regard to the two variables (macro and organizational culture) examined, it should be noted that cultural distance is not of sole importance in the adjustment process of the inpatriate. Additional factors to consider include job type, previous experience in home country of the organization, local support groups and other socialization tactics.

To facilitate the cross‐cultural adjustment process, active attempts by human resource management staff must be undertaken to help ensure adjustment. Successful adjustment would allow inpatriates to provide valuable insight and contribute to the global organizations' success.

This paper adds value by providing a theoretically based framework for the adjustment of inpatriates that can be tested and modified by future researchers. Furthermore, it provides a guide to inpatriate adjustment so that their maximum value to the organization can be achieved.

The purpose of this paper is to provide a theory‐based explanation for the emerging managerial role set within supply chain networks. As managing within supply networks requires a portfolio of capabilities, the emerging managerial role set is explained utilizing a combined knowledge‐based view and relational contracting theoretical perspective. The multiple foci of the manager’s role set within supply networks is associated with unique challenges that are also examined. Based on the analysis of these new challenges for supply chain managers, the managerial and research implications are outlined. In conclusion, specific managerial actions, which are necessary in supply chain networks to engender the development of trust and social capital in supply networks, are explained.

The purpose of the paper is to investigate if, and to what degree, social media are used for the recruitment of global supply chain managers.

This is a conceptual paper that discusses how organizations should engage with social media platforms for effective recruitment of global supply chain managers.

Findings are that organizations seeking to employ global supply chain managers, particularly those engaged in B2B activities, lag other industry sectors in adopting new ways of recruiting talent. Building on the findings, we present models of how organizations should move to adopt web-based technologies and the steps needed to engage fully in using social media to recruit global supply chain managers.

Global supply chains (including logistics) lag other industry sectors in adopting social media networks for recruitment, and risk missing out on talent if the issues are not addressed. Serious consideration needs to be given, particularly by B2B but also by B2C businesses, in order to attract suitable employees. Employees’ and prospective employees’ expectations will increasingly revolve around the use of social media.

The research is original in that it investigates an emerging, contemporaneous issue that is of considerable importance in recruiting global supply chain managers. The research provides value by highlighting that in recruiting global supply chain managers, organizations have been slow to adopt new technologies, and recommends actions to remedy this.

The purpose of this paper is to answer two main research questions. First, the authors ask the degree to which the UK corporate governance code has changed in response to both systemic perturbations and the subsequent enquiries established to recommend solutions to perceived shortcomings. Second, the authors ask how the solutions proposed in these landmark governance texts might be explained.

The authors take a critical discourse approach to develop and apply a discourse model of corporate governance reform. The authors draw together data on popular, corporate-political and technocratic discourses on corporate governance in the UK and analyse these data using content analysis and the historical discourse approach.

The UK corporate governance code has changed little despite periodic crises and the enquiries set up to investigate and make recommendation. Institutional stasis, the authors find, is the product of discourse capture and control by elite corporate actors aided by political allies who inhabit the same elite habitus. Review group members draw intertextually on prior technocratic discourse to create new canonical texts that bear the hallmarks of their predecessors. Light touch regulation by corporate insiders thus remains the UK approach.

This is one of the first applications of critical discourse analysis in the accounting literature and the first to have conducted a discursive analysis of corporate governance reports in the UK. The authors present an original model of discourse transitions to explain how systemic challenges are dissipated.

The purpose of this paper is to use hope theory as a foundation from which to understand the global dual‐career exploration phenomenon. Additionally, the concept of curiosity is explored as a triggering mechanism for dual‐career couples to explore and learn about career options in a global context.

Hope theory is used to provide theoretical support for the proposed conceptual model.

It is concluded that hope and curiosity are important elements for dual‐career couples to leverage in order to reduce stress, maintain marital status, and allow the trailing spouse to resolve the potential dramatic and negative impact on their career path.

Both hope and curiosity have been argued to have developmental aspects, meaning that individuals can nurture and strengthen their level of hopefulness and curiosity. Organizations which aid individuals in developing these abilities will likely increase the probability that their global employees will successfully complete their foreign assignment.

The paper explicitly examines dual‐career exploration as it occurs in a global context. More specifically, it takes the perspective that global dual‐career exploration is a continuous and adaptive process in which individuals who are hopeful and curious will be more successful in exploring and adapting to career options.

Supply chains have become a strategic strength to many firms due to the nature of the globalization of business. The past roles of supply chain managers have changed dramatically and now also include various new duties that will enhance firm competitiveness due to their boundary spanning nature and the new focus of learning organizations. The paper aims to discuss these issues.

This was a theoretically developed paper exploring trust, learning organizations, and supply chains.

Researchers are now focussing on the relationship among the supply chain network through the paradigm of relational marketing as the governance structures of contractual arrangements globally cannot be anticipated.

The research through the lens of relational marketing explores how supply chain managers’ core duties are now compounded by global/cultural nuances in respect to implicit knowledge acquisition and relationship development through strong-form trust.