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The paper aims to look at the sustained differences among countries in devising and evaluating marketing strategies.

The paper uses the example of football to illustrate this view of globalization.

The paper finds that border‐crossing businesses need to pay more attention to the sustained differences among countries in devising and evaluating strategies.

The paper offers interesting views on the development of globalized marketing strategies.

We learn from history but it can be a mistake to assume that the past will always repeat itself. Nevertheless, it is reasonable assumption that, because of what took place in the 20th century, the new millennium will see continuing and increasing globalization as a feature of the business world. The reason for this, as explained by Powers and Collins Jones in their examination of the way the global marketplace has evolved, is that globalization is a logical progression of a process that continued throughout the 20th century.

This paper aims to provide a personal perspective on the extent to which business schools have globalized what they teach and to make content‐ and process‐related suggestions about how to make further progress.

The paper provides a mixture of quantitative and qualitative/interpretative analysis.

The paper finds that rhetoric around the globalization of business education has greatly outrun the reality of curricular change and this problem seems unlikely to be solved until the craving for distinctively global content can be satisfied.

Semiglobalization – the intermediate state of integration in which neither the bridges nor the borders between countries can be ignored – is proposed as a conceptual umbrella for organizing curricular change and in terms, of process, a two‐track‐approach, combining infusion and insertion, is recommended.

Both the conceptual and procedural recommendations of this paper are novel.

There is a recurring theme in the spectacular successes of a Wal‐Mart in the U.S., a Canon in Japan, or an ISS in Europe: the ability to stake out future opportunities and make preemptive commitments to a competence platform. Commitment begets success. Being a first mover is becoming a necessary condition for success.

This paper seeks to analyze the applicability of the time‐tested margin of safety principle from value investing to corporate strategy.

The main source of this paper is the book Margin of Safety, supplementation materials, including a discussion with the book's author, Seth Klarman, were also referenced.

The paper finds that the margin of safety principle is broadly applicable to corporate strategy in areas such as M&A, hedging, balance sheet management, share buybacks, special dividends, divestments, and cash management. Each of these areas is discussed in the paper and illustrated by way of timely examples as part of the analysis.

Further research could be conducted into valuation methods in general, including the method practiced by noted value investors. Research could also be conducted into the margin of safety principle and its applications in corporate strategy, corporate finance, strategic risk management, shareholder communications, and operations management.

This is the first paper that the author is aware of that analyzes the applicability of the investment‐based margin of safety principle to corporate strategy and strategy‐related initiatives.

The previous decade has been characterized by emerging market firms expanding into international markets. This trend has led to scholars in the IB arena to grapple with the new phenomenon of emerging multinational enterprises (EMNEs), specifically the relationship between internationalization and performance of the EMNEs. This paper seeks to add to the literature by capturing the impact of firm resources on the internationalization‐performance relationship. Empirical analysis on a sample of 787 Indian manufacturing firms indicates that there is a non‐linear relationship between internationalization and performance. Findings also indicate that a firm’s capabilities in cost efficiency and marketing have a moderating impact on this relationship.

Marketing and corporate risk‐taking are always included as elements of industrial competitiveness and yet discussions of industrial policy are strangely silent on these important determinants of firm performance. The inability of Japanese industrial policy to develop these skills has been an important factor in determining the competitive position of the Japanese commercial airplane manufacturing industry. In this industry where domestic demand was not guaranteed, and where the Japanese competitors were not prepared to assume the risk‐taking position common to successful foreign competitors, Japanese industrial policy was unable to match its earlier success in basic industries.

Classifying and evaluating the central ideas of strategic management (the basic tools for managers) is an ambitious project. Judging them by their impact, utility, and longevity, this study selected ten big ideas.

The author, who has 40 years of experience with large US, Canadian and Puerto Rican firms, reviewed the literature and interviewed a number of senior practitioners to collect current opinions.

The article should spur discussions among researchers and practitioners about alternative big ideas that belong on their own most‐significant list.

This list is valuable to practitioners who want to become familiar with and use a full range of strategic management tools and analytic options.

The evaluations of the strategic management tools and techniques are up to date and are based on practical experience.