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The purpose of this paper is to investigate several concepts of inward and outward internationalization and their impact on export performance in the context of Malaysian manufacturing exporting firms.

Mail survey was administered to gather data from the Malaysian manufacturing firms that have been identified to have business export trading to the major oil and gas producer countries in the Middle East. A total of 120 respondents were received and further analysis was tabulated.

Findings revealed that the outward internationalization is positively related to economic and non-economic measures of export performance. It indicates that an outward internationalization related to organizational capability has a major contribution to the export performance of Malaysian manufacturing and exporting firms. On the other hand, top management international orientation as an inward internationalization is negatively and significantly associated with economic measures, but not in the non-economic measures of the export performance.

The cross-sectional nature of this study may have limitations with respect to examining the direction and causality of some of the variables. The findings are limited to Malaysian manufacturing firms exporting to targeted markets. The significant of this study emanates from its expected theoretical implications to knowledge and practical implications to business and public organization. It lends support to the internationalization theory and contributes to a firm’s performance and enhances their export marketing knowledge with useful implications for international and relationship marketing.

The results support the proposition that internationalization of firms from emerging nations are dependent on learning, acquiring and applying the knowledge from other firms particularly from firms originating from advanced developed nations.

This paper identifies the development of and gaps in knowledge in various management disciplines, including international marketing in relation to political ties in emerging markets, based on a systematic review of the related literature. The paper develops a synthesized integrative framework and provides a research agenda and pathways for future research.

The study adopts the systematic literature review protocol to investigate the ways in which political ties have been examined in the management literature in various disciplines, such as international business, marketing, entrepreneurship, strategy, innovation, and organization. In total, 114 articles published in peer-reviewed journals from 2000 to 2022 were analyzed.

The authors believe that studying the impact of political ties on firm outcomes is timely and important as interest in this area of research is growing rapidly. The review reveals that the diverse conceptual and methodological approaches adopted in different management disciplines have resulted in inconclusive and mixed findings on the relationship between political ties and performance.

This is one of the few systematic literature reviews of political ties and firm performance in emerging markets. The authors clarify some of the ambiguities around the subject and offer a path forward for developing current understanding and insights. The study also highlights the major perspectives in management and clarify the similarities and differences in the conceptualization of political ties. In addition, the authors develop an integrative framework of the political ties–performance link in emerging markets.

To examine empirically a previously overlooked aspect of entrepreneurship: community “dis‐entrepreneurship”. Through the lens of political and historical theory, the authors propose learning from unusual circumstances of failure in order to inform social policy regarding factors that facilitate community entrepreneurship.

The paper draws on political and economic theory, formulating propositions that are tested using interpretive methods.

Strong patron‐client relations were found to negatively impact the formation of diversity and meritocracy necessary for entrepreneurial environments to thrive. They also account for an inward orientation that negatively influenced investments in infrastructure. Path dependent processes were found to hold sway regarding the stability of political/social norms.

This is the first paper of which the authors are aware that considers issues related to community dis‐entrepreneurship. The paper highlights the importance of effective community leadership.

This paper aims to use a quantitative approach to explore the role of online learning behavior in students’ academic performance during the COVID-19 pandemic. Specifically, the authors probe its mediating effect in the relationship between student motivation (extrinsic and intrinsic) and academic performance in a blended learning context.

Survey data were collected from 148 students taking an organizational behavior course at one Chinese university. The data were paired and analyzed through regression analysis.

The results show that students should actively engage in online learning behavior to maximize the effects of blended learning. Extrinsic motivation was found to positively influence academic performance both directly and indirectly through online learning behavior, while intrinsic motivation affected academic performance only indirectly.

Through paired data on extrinsic and intrinsic motivation, online learning behavior and academic performance, this study provides a more nuanced understanding of how online learning behavior affects the focal relationship, and it advances research on the mechanisms underlying the focal relationship. Practitioners should enhance students’ online learning behavior to boost blended learning effects during the COVID-19 pandemic.

To examine communities that temporarily demonstrated successful social and economic success, but regressed, or may have cycled through periods marked by unusual success and unusual failure.

The authors analyse events in two communities that have experienced disentrepreneurship.

The authors attribute three main forces accountable for community disentrepreneurship: a failure in community leadership that allows the continuation of path dependent patron‐client relationships, peripheralisation resulting from both geographical and infrastructure constraints, and failure to adequately diversify the economic environment. It is believed that further study of communities that have experienced such cycles is both warranted, and essential.

A useful source of information for academics as well as for town planners, policy‐makers and economists.

This paper addresses a largely overlooked area of the landscape.

The purpose of this paper is to provide a model that demonstrates how some organizational factors are linked to the proactive transparency behavior and outward accountability orientation of frontline public bureaucracies.

The model is developed on the basis of literature review.

It is shown in the model that some dimensions of organizational culture are linked to the “value for proactive transparency,” which, in turn, is linked to the “proactive transparency behavior” of frontline public bureaucracies. The proactive transparency behavior is also influenced by organizational structure and organizational endowment. Finally, the proactive transparency behavior determines “outward accountability” orientation.

This paper contributes to the understanding of the frontline public bureaucracy’s transparency behavior and outward accountability orientation from the perspective of organizational factors such as culture, structure, and endowment.

Outlines the development of globalization and related research; and takes the Middle East as a basis for examining regionalization in more depth. Discusses the definition of boundaries in economic, geographic and political terms; the impact of various types of regional trade associations and trade and investment; and five factors affecting regionalization in the Middle East; peace, political will, economic compatibility, socio‐cultural similarity and geographical proximity. Considers the implications for the corporate strategy of multinationals, e.g. market segmentation, integration, strategic sourcing etc.

Current conceptualizations of born‐globals lack a full theoretical explanation of strategic re‐structuring through the use of outward and inward‐oriented activity and the processes of de‐internationalization and re‐internationalization. Strategy and internationalization processes are created by entrepreneurial behaviour. If one wants to understand various international behaviours and strategic changes in firms one needs to focus on entrepreneurs – individual managers. The purpose of this paper is to unify the theoretical framework on born‐globals by addressing two questions. How do managers move through the de‐internationalization (exit) to re‐internationalization (re‐entry) process? How do they choose their patterns of internationalization?

To address these research gaps, this study draws on 26 in‐depth interviews with senior managers across nine Australian born‐globals.

Moving between outward and inward‐oriented activity as they de‐internationalize and re‐internationalize is used as proactive strategic re‐structuring by born‐global managers for survival during periods of global economic decline or changing competitive conditions.

This study provides new theoretical insights where the entrepreneur is central to the internationalization process and provides practical implications for those involved in international business and marketing.

This paper aims to study gender differences on six organizational climate variables. Employees’ views on their identification level, clarity of goals, perceived equity, welfare measures and outward focus of the organization were solicited in two different studies, while supervisors’ views on subordinates’ deviant behavior was explored in one of the studies.

The research design incorporated getting data using a questionnaire from two large organizations in India: a government utility and a private sector company. In all, 545 responses from government utility and 8,853 responses from the private company were analyzed, which formed the basis for this study.

The paper demonstrates that gender differences in employee perceptions are not only socially determined for some variables but in fact may also depend on the organizational structural contexts in presence of explicit supporting policies. Gender differences in identification level and goal clarity were determined by larger social context in the absence of any structural arrangement in both organizations. However, gender differences regarding perceived climate of welfare measures, outward focus of the organization and fairness were contingent on the structural context of the two organizations on account of differing arrangements in both the organizations. Also, women participants were perceived by their supervisors to indulge less in deviant behavior as compared to male participants in one of the study.

Although this research includes only two organizations and the findings may, thus, not be generalizable, a key finding that emerges is that to balance the needs of both genders, managers may need to be cognizant of both organizational and social contexts.

To the best of the authors’ knowledge, this study is first to consider a detailed analysis of organizational climate with respect to gender perception particularly in the Indian context. The context of the study in two structurally different large organizations further adds to the value of this research.

The paper aims to examine the effects of outward foreign direct investment (O‐FDI) on home‐country productivity.

A panel data set for 15 Taiwanese manufacturing industries over the period between 1991 and 2007 is employed for a model in which productivity is regressed on a measure of O‐FDI.

The study finds no significant positive or negative effect of O‐FDI on productivity. Breaking down the data by location of the investment, however, we find that O‐FDI in other countries enhances productivity in Taiwan, while O‐FDI in China does not. We interpret the positive role of O‐FDI in other countries as relating to the outcome of strategic asset‐seeking nature of Taiwanese investments in these countries.

In order to analyse the productivity effect of O‐FDI more precisely, one would need to compare the firm outcomes in the presence of multinational production with the outcomes that would have prevailed in the absence of multinational production. Unfortunately, we cannot observe what would have happened to firms that did engage in multinational production had they not done so.

The findings suggest that the Taiwanese Government should distinguish the level of liberalization towards O‐FDI for different locations and in different types of industries. In particular, the government should channel more investment towards export‐oriented industries especially those in “other countries”.

The paper employs a contingency approach, examining the conditions under which O‐FDI impacts upon home productivity.