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Benzene contamination has been reported in some food groups. This study aims to identify high-risk foods groups to assess exposure to benzene.

Benzene is a hazardous volatile organic compound commonly used in the production of chemicals, detergents, paints and plastics. In addition, benzene is present in food and beverages.

Citrus juice-based beverages are usually more contaminated with benzene than other beverages. Benzene was also detected in carbonated beverages, fruit juices, pickles, lime juices, mayonnaise and salad dressing. Smoked and canned products have higher content of benzene. Aromas that are used in food contained benzene. Food packaging is one of the sources of benzene contamination of food. One of the reasons for its formation in food staff is due to the reaction of vitamin C (or similar acid) with benzoate, which is mainly used as a preservative in various foods.

Foods contaminated with benzene were determined. Moreover, mechanisms of its formation and some preventive measures were discussed.

This review determined the amount of benzene in foods, mechanism of formation and suggestion for prevention of benzene contamination in food.

For several years, the domestic markets of manufacturing organizations have started to reach maturity and companies have sought to expand their international operations in order to grow. This has meant that there has been an increasing emphasis on the debate on whether companies should remain global or localize their marketing mix, and to what extent each element should be adapted or standardized. The paper aims to explore the degree to which manufacturing organizations need to standardize or adapt elements of their marketing mix. It demonstrates how a balance can be created between global and local approaches.

The paper defines the key concepts of adaptation and standardization and outlines contrasting viewpoints in the literature. It uses existing frameworks as a basis for analysis. The use of case study examples that demonstrate both international brand failures and brand successes shed light on balancing local and global markets.

The paper provides insight into the different approaches that manufacturing organizations can follow when expanding into international markets. The paper argues against the statement “manufacturing organizations are either mindlessly global or hopelessly local” and demonstrate that manufacturing organizations can successfully combine a global and local approach if they carefully choose the elements that they adapt or standardize.

This paper is based on previous research between manufacturing companies operating in Europe and the Middle East. It is therefore vocationally original. It is of value to manufacturing companies, which need to understand how they can balance global and local markets.

This study compares multi-rater leadership evaluations of 1,748 executives in 10 national clusters to determine whether leaders in the East and West display different global leadership behavioral patterns. Data were collected via the Global Executive Leadership Inventory (GELI), which measures 12 dimensions of global leadership behaviors. The 360-degree GELI also provided feedback data from the executives’ 13,166 superiors, peers, and subordinates. Based on multilevel modeling analysis of self-ratings and observer ratings, findings indicated that the executives generally display similar patterns of global leadership behavior, but there are significant cultural differences on some leadership dimensions.