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The purpose of this paper is to review the international migration-and-development story of the Philippines, amongst the leading migrant-origin countries.

Migration and socio-economic development data are used to depict the migration-and-development conditions of the Philippines.

The Philippines has mastered the management of overseas migration based on its bureaucracy and policies for the migrant sector. Migration also rose for decades given structural economic constraints. However, the past 10 years of macro-economic growth may have seen migration and remittances helping lift the Philippines' medium-to-long term acceleration. The new Philippine future beside the overseas exodus hinges on two trends: accelerating the economic empowerment of overseas Filipinos and their families to make them better equipped to handle the social costs of migration; and strategizing how to capture a “diasporic dividend” by pushing for more investments from overseas migrants' savings.

This paper may not cover the entirety of the Philippines' migration-and-development phenomenon.

Improving the financial capabilities of overseas Filipinos and their families will lead to their economic empowerment and to hopefully a more resilient handling of the (negative) social consequences of migration.

If overseas Filipinos and their families handle their economic resources better, they may be able to conquer the social costs of migration.

This paper employed a population-and-development (PopDev) framework to analyse the migration-and-development conditions of the Philippines.

China's research and development (R&D) internationalization has grown rapidly in the 1990s. However, academic research has not kept pace with it. The purpose of this paper is to study the development characteristics and evolution pattern of China's R&D internationalization, explore its challenges to China's traditional science and technology (S&T) system, and to give some suggestions for the reform of China's S&T system as well.

An in‐depth case study about Huawei is conducted by focusing on its strategy and development pattern of overseas R&D activities. It involves two methods of data collection: comprehensive interviews and administrative records and documents of the company. More information about China's R&D internationalization and S&T system is obtained through literature review, policy documents collection and a previous questionnaire survey of 28 leading Chinese firms.

Based on the literature review, previous survey and study of the strategy and development of R&D internationalization of Huawei, a three‐stage model is proposed to explain the evolution of R&D internationalization in China. The challenges to the traditional S&T system in China are summarized. In the future, R&D internationalization should be considered as an important factor in the reform of China's S&T system. Some suggestions are given as well.

This paper puts forward a three‐stage model to explain the evolution of R&D internationalization in China, which may add both academic and practical value to the field of internationalization of R&D. It brings some valuable implications to the reform of China's S&T system as well. This paper analyzes the challenges and opportunities brought by R&D internationalization to China's S&T system on the basis of case study and policy documents collection. The suggestions of the reform of China's S&T system are presented.

The overseas library consultant is not a new phenomenon on the world library scene, but has become increasingly familiar in recent years. Whilst there are earlier isolated examples of the employment of foreign librarians as consultants or advisers, their use on anything like a regular basis was first undertaken in the years between the two world wars by the Carnegie Corporation of New York, which sent a number of leading British and American librarians on advisory missions to East, West and Southern Africa, to the West Indies and to Australia and New Zealand in connection with its programme of aid to overseas library development. This programme continued, on a somewhat reduced scale, after the Second World War, when it was gradually overtaken in importance by the work of other agencies such as the British Council, the United States government aid agencies and the Specialised Agencies of the United Nations — in particular, by Unesco.

The purpose of this paper is to systematically review the evolution, characteristics, motivations, entry patterns, organizational structure and effectiveness of the internationalization of Chinese research institutions in the past 40 years of reform and opening-up.

This paper describes the evolution and practice of Chinese research institutions “going out” by constructing a theoretical framework diagram and uses official statistics and existing research to explain the authors’ points.

The research results show that the internationalization of research institutions has undergone four phases: sprout period, starting period, adjustment period and accelerating period. It shows a rapid growth of investment scale, diversification of investment entities, rich and varied forms, and transition to major countries along the “One Belt and One Road.” Expanding the international market, tracking and acquiring technological frontiers, nurturing domestic R&D talents, and evading the risks of political, economic, cultural and scientific differences between home and host countries are the main motivations for Chinese research institutions to “go global.” Multinational corporations have entered the host country with modes such as M&A, greenfield investment and joint R&D alliances in their own strengths and also presented a variety of organizational structures such as integrated R&D networks.

This paper systematically summarizes the internationalized experience model of research institutions with Chinese characteristics since the reform and opening-up. From the perspective of internationalization model transformation, policy integration and cooperation among emerging economies, it presents the opportunities and challenges faced by the research institutions in the process of internationalization and provides a theoretical basis for improving the internationalization ability of research institutions.

Business strategy.

This case study is appropriate for MBA and EMBA courses, especially for courses oriented to emerging markets such as China. It can be used in Business Strategic Management or similar courses, combined with the methodology lectures of Managing Entry Modes and Competitive Strategy.

This case study provides material for understanding/studying the development of a large Chinese software enterprise.

As a result of Chinese ITO and BPO market in the face of re-structuring in 2012, Huawei invested in ChinaSoft in May and Vance info merged with HiSoft in August, both of which make ChinaSoft the third largest market-share owner. However, ChinaSoft has a dilemma in its strategic planning for the next three years. If it cannot break through the suppression from the first and the second placed companies, it may lag behind very soon. If it strives for the No. 2 position in market share, is organic growth or M&A strategy the right approach to adopt? Thus, ChinaSoft is now in need of strategic reform and restructuring. The case study analyzes the approaches that Chinese enterprises can adopt in order to sustain overall cost leadership strategies and avoid the related risks in the ITO and BPO industry.

This case study intends to encourage students to learn and use methodologies such as Porter's competitive strategy framework; Rugman and Collinson's theory, selecting and managing entry modes; four basic global strategies, by Hill and Jones.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Britain can take justifiable pride in her language, literature and scholarship, her professions, her sciences and medicine, her arts and her education. By projecting these overseas the British Council plays a fundamental part in establishing the country's reputation among opinion‐formers and present and future decision‐makers, and helps to create a favourable climate for co‐operation and trade.

Improving Global Health is a one year leadership scheme which places trainee doctors and more experienced nurses, midwives and AHPs in a developing country (Cambodia or Tanzania) to develop leadership and quality improvement skills while contributing to Millennium goals in the developing countries. The purpose of this paper is to report on an independent evaluation of the programme, with the purpose of highlighting lessons learned to inform other leadership development initiatives, and in particular to highlight the vital importance of a receptive NHS environment if maximum value is to be gained from investment in clinical leadership.

The evaluation methodology comprised literature review; review of documentation, including on line questionnaires to Fellows; interviews with stakeholders and attendance at key scheme events in July‐September 2011. Fellows who had completed an overseas placement in either Cambodia or Tanzania during 2009‐2010 were interviewed using a semi structured questionnaire. Mentors and Steering Group members were interviewed using an amended version of the Fellows' questionnaire.

Impact was found at the level of personal development; working collaboratively; and understanding the value of audit, teaching and quality improvement. There was some impact on the NHS, however, the majority of Fellows struggled to find opportunities to apply their learning immediately on return from their overseas placement.

Resource and time constraints meant that achievements in meeting Millennium goals were excluded from the evaluation; the authors' working assumption is that only Fellows who enjoyed the Fellowship responded to the invitation to take part; judging the extent to which the Fellowship meets its goal of creating a cadre of improvement champions in the NHS will require time to elapse.

Lessons from implementation of this Fellowship scheme are transferable to the wider NHS.

The paper provides lessons on the design of leadership schemes intended to develop quality improvement skills, particularly for clinicians at an early career stage, illustrates the potential of a placement in a developing country to achieve this, and highlights the importance of a receptive NHS environment to realise maximum benefit from investment in leadership development.

The literature is replete with normative models of system development methodologies. While these methodologies may be sound and workable in the United States, they may not be appropriate for other cultures. This paper proposes that system development methodologies must account for cultural considerations in the development and transfer of Information Systems (IS) outside the United States (US). Planning for overseas system development requires careful assessment and incorporation of cultural implications into the development methodology. How should IS be developed for use in other cultures? What should a system developer consider to be successful in an overseas environment?

In recent years, especially after the 2008 global financial crisis, the global economic recovery has been struggling. The trend of anti-globalization with populism and protectionism around the world is on the rise. As the largest developing country, China will engage in promoting global economic integration for common development of the world to promote the sustainable development and globalization. This paper will focus on the global operations of Chinese MNCs and explore their social responsibility to go global under the B&R Initiative, study their performance of social responsibility, analyze the potential risks and put forward countermeasures. Based on the report of the Top 100 Chinese MNCs released by China Entrepreneurs Association in 2016, we select 35 corporations related to the B&R, use their comparatively complete data and conduct a statistical analysis of their CSR data. To study the economic, social and environmental performance of CSR and sustainable development, we focus on three major indicators, including employee, environment and the public. Data from 2012 to 2016 are considered, for a total of five years. Through the analysis of CSR data, this paper points the social responsibility development status of major Chinese MNCs under the B&R Initiative and reveals some problems and risks that still exist in the fulfillment of social responsibility. In response to these issues, we make analysis from the perspective of stakeholders, so as to provide ideas for the development of social responsibility of the related corporations. At the initial stage of China's initiative of the Belt and Road, it is a new attempt to launch a research on the social responsibility of Chinese MNCs. Traditionally, research on CSR tends to make horizontal comparison of corporations in different countries and focuses on a certain year. Based on the traditional research and differ from them, we extend the time interval of research beyond a certain year and adopt the trend analysis to CSR data. In addition, case introduction is also used. According to the stakeholder theory and the comprehensiveness of the data, the research is focused on three main aspects, namely, employee, environment and the public. And, we have made a relative conversion of these indicators. These thoughts can examine the social responsibility development of related corporations in a given period and help promote the B&R Initiative.