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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.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Few research studies have been conducted to investigate the issue of new service development (NSD) across nations and geographical regions. To address this critique of the literature, the purpose of this paper is to conduct a comparative study of NSD process and strategy in a developed country, Australia and a developing country, India.

The paper conducted surveys of 102 Australian firms and 97 Indian firms operating in the business‐to‐business financial services industry.

The findings suggest that significant differences exist between the Australian and Indian firms. Service firms in both countries use different strategies to compete in the industry and emphasize different sets of development stages in developing new services.

The analysis has been restricted to two countries: India and Australia. This suggests the need for further comparative studies of NSD in other cultures/countries.

The findings of this research validate the initial contention that NSD varies from country to country and thus there cannot be a “one‐size‐fits‐all” approach to NSD. The insights from this study can help service managers from India, Australia and other countries to better understand and manage their NSD programs in a cross‐national context.

To the best of the author's knowledge, this research represents the first attempt to empirically test the similarities and differences in NSD practices of Australian and Indian firms.

The purpose of this paper is to explore the roles of identities in entrepreneurial processes during the development of a new market. Two research questions are used: How do the founder’s identity, corporate identity and market identity interact as a new market is developing, and what are the functions of identity in the entrepreneurial process?

This qualitative research is grounded in a study of multiple cases, from which five Swedish start-ups have been selected. Interviews were conducted with the founders at several points in time and accompanied by observations of websites, media performance, policy documents and commercial material. Analysis was conducted in an iterative process between empirics and theory.

The findings show how identities develop in entrepreneurs, firms and the market and how the interactions between these three levels of identity affect the development of each. The authors recognize and discuss three functions of identity: a constructing function, in which identity is used to create a new firm and market; a guiding function, which navigates between identities by imposing identity work on founders, firms and markets; and a configuring function, which takes part in shaping contexts.

This paper opens a space for future research on identities to advance understandings of how new firms and markets are developed. Investigating identity shows the importance of context to entrepreneurial processes. This points towards a need for researching different contexts, but also to the potential limited value of this study.

The paper offers guidance to founders and managers in understanding and navigating different identities. Founders and managers are provided with a set of critical questions, which aim to assist when managing identity-related concerns.

There is a vast amount of literature on the development of companies and markets, yet start-ups in new markets operate in different contexts and face different challenges that we know less about. This paper targets the latter and proposes identity as a useful lens for understanding the dynamics between entrepreneurs, start-ups and the new market.

The purpose of this paper is to discuss the process of interaction with the Muslim customers in developing new Islamic financial services in a secular and non-Muslim majority emerging country, India.

Data were collected using a multiple case study methodology in which the service managers of 23 financial service firms and their customers were interviewed. A total of 46 managers and 31 Muslim customers provided data for this paper.

A service firm must interact with its Muslim customers to obtain key input and information for developing new Islamic financial services, particularly in a Muslim minority country. The Muslim customers are willing to work with the financial service firms for the purpose of new service development and are a good source of information for new Islamic financial services.

The paper has implications for the financial service firms interested in achieving growth and prosperity by developing and marketing new services to the growing population of Muslim customers in the emerging markets, particularly India.

The issue of customer interaction in new service development is a key concept in the extant literature, yet no study has explored this concept for the Islamic banking and financial products in a non-Muslim majority emerging market. This is the first paper that has applied the customer interaction in new service development theory to the interaction process of Muslim customers in a non-Muslim majority country and, thus, addressed a worthwhile research gap.

Few research studies have been done to investigate the issue of new service development (NSD) in an emerging market. To address this gap in the literature the aim of this paper is to document a study of the NSD process and the strategy of business‐to‐business financial service firms in India.

The author conducted surveys of 148 multinational service firms operating in India and 126 local and indigenous Indian service firms belonging to the financial services industry.

The findings suggest that significant differences exist between multinational service firms operating in India and local/indigenous Indian firms. That is, service firms belonging to these two varied groups use different strategies to compete in the industry and emphasize different sets of development stages in service innovation.

The analysis has been restricted to one emerging market, i.e. India. This suggests the need for further studies of NSD in other emerging markets of the world.

The findings of this research validate the initial contention that NSD practices vary from company to company, and thus there cannot be a “one size fits all” approach to service innovation. The insights from this study can help service managers to better understand and manage their NSD programs in an emerging market such as India.

To the best of the author's knowledge, this research represents the first attempt to investigate empirically the NSD practices of financial service firms in India.

How companies orchestrate the activities surrounding the development and launch of a new product or service has been shown to have a critical impact on new service performance. Most service companies, including those in the industrial financial sector, have little in the way of a highly developed new service programme. Reports the results of a major empirical investigation of 106 new industrial financial services where the factors which define the new service development process were the primary focus of study. The findings indicate that six basic factors, comprising the technical activities required for design and launch and the type of corporate environments that nurture success, define the service development function for new industrial financial services. Four factors, including the quality of execution of the up‐front activities and of the launch programme, an expert‐driven process and, in particular, a supportive and high‐involvement corporate culture, were shown to have a critical impact on new service success.

The authors aim to examine the potential opportunities and challenges multinationals operating in Africa are likely to encounter when they seek to pioneer disruptive innovations at the base of the pyramid (BoP) in African emerging markets.

Drawing on the extant literature on the BoP, disruptive innovation and the African business context, the authors explore the pioneering of disruptive innovations in the African socio-economic context.

This study develops various hypotheses to extend our understanding of disruptive innovations at the BoP. The authors also delineate potential managerial and institutional challenges multinational corporations (MNCs) are likely to encounter in their efforts to pioneering disruptive innovations for BoP customers in African emerging markets.

The authors develop some recommendations for MNCs on how to create and capture value from disruptive innovations in African emerging markets

The authors delineate African context-specific managerial and institutional challenges that MNCs might encounter when seeking to develop disruptive innovation at the BoP.

Does multinational expansion affect product innovation performance? If so, does such a relationship between international diversification and performance vary depending upon the size of the firm? Focusing on the learning and experiential advantages associated with international diversification, we attempt to find answers to these critical questions from a cross‐national perspective. Based on a survey of 179 US and 250 Chinese firms, we find that international markets are important for both US and Chinese firms, but to a greater extent among US firms. The results also indicate that new product performance can vary significantly depending upon international diversity. While US firms can generally expect better new product performance with a growing level of international diversification, Chinese firms may experience deteriorating performance after a certain threshold level. Finally, the firm size effects appear to be significant among Chinese firms, but not in the US sample.

A study of New York corporate banking is described. Twelve major marketing issues are identified and the role of marketing training in providing banks with the managerial proficiency for tackling them is assessed. Training is seen by banks to be of particular value in developing marketing plans and competitive strategies, for improving presentation skills and for improving innovative thinking. Banks tend to segment their training needs by managerial seniority, by strategic and skills training, and by the perceived quality of different types of training establishment.