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The authors’ contention in this paper is that the expression of subsidiary strategy in IB literature has become fragmented and incomplete. Therefore, this study aims to propose a rethink on how IB scholarship approaches the important issue of subsidiary strategy by holistically examining the discrete and integrated set of activities, choices and decisions that constitute the subsidiary strategy process for, in this context, assuming a competence-creating role within the multinational enterprise (MNE).

A conceptual model is designed to illustrate the holistic process of subsidiary strategy from assigned to assumed role and how a subsidiary can navigate a pathway to elevated performance and survival.

The paper identifies the key integrated elements that constitute a holistic strategic process that can enhance a subsidiary’s standing within the MNE and maximise its survival prospects.

Particular focus is placed on subsidiaries that strategise to advance their internal corporate role to competence creator via upgraded knowledge capabilities.

This paper offers a roadmap for IB scholars to contribute to a future discourse around the subsidiary strategy process for assuming a competence-creating role.

The purpose of this paper is to explain how some born global firms can leverage the rich social capital in their local (home country) horizontal network for accelerated international market entry and growth. Horizontal networks warrant separate attention from their vertical counterparts, which, along with those focussed on external international contexts, dominate most network studies in the realm of born global research.

The study utilises a multi-level qualitative approach in the study of a multi-firm population of animators in Ireland that, due to the small domestic market for their product, needed to pursue global customers from inception. The case study domain was purposely selected as a critical exemplar of a local horizontal network operating in a highly globalised industry. The authors collected data through in-depth interviews with 16 company founders. This primary interview data were complemented by interviews with staff at the apposite industry association and triangulated with secondary data on the local and global industry conditions, members’ international successes and awards.

The results demonstrate how active membership of a local horizontal network can be leveraged for the acquisition of international market knowledge and customers for born global ventures. This arises from the sharing of collective market knowledge and communal global customer information within the network to mutual benefit.

Although limited by the specific conditions in this highly globalised, non-competitive industry context, this study is unique in that it finds that cooperative interpersonal and inter-firm relationships embedded in a local horizontal social network, and mediated in part by an institutional support actor, emerge as important levers for a born global’s accelerated acquisition of foreign market knowledge and of global customers.

The identification, acquisition, and utilisation of scientific and technical information is of paramount importance to the efficiency of the research and development (R&D) process. With the advances in information technology and information management, increased international participation in the aerospace field, and the realities of scarce resources for every nation, the strategies and benefits for international cooperation and resource sharing are readily apparent. With this in mind, a Working Group was established in 1994 to examine the issues, strategies, and actions required to develop a mechanism for improving the access to, and use of aerospace and aerospace‐related information by developing a self‐sustaining, worldwide network of partner organisations committed to sharing their data and information resources. The Working Group decided that the Internet would be the most suitable vehicle to provide such a mechanism and developed a prototype International Aerospace Information Network (IAIN) Web site, providing a catalogue of aerospace information sources from which information searches can be launched.

The purpose of this research is to develop a dynamic conceptual framework depicting factors related to the adoption of a healthy diet, which will underpin the development of an agent-based model (ABM) to uncover the dynamic interplay between these factors.

The conceptual framework was developed in three steps using available empirical data from a semi-structured in-depth interview qualitative study, comprehensive systematic literature searches, existing theories and models and expert opinions from across the world.

The conceptual framework explicitly presents intention as the key determinant of the tendency to adopt a healthy diet. Intention is determined by demographic, psychological and behavioural factors and individual dietary mindset factors and dynamically affected by social environment and the person's past behaviour. The relationship between intention and behaviour is dynamically moderated by perceived control factors (price and accessibility of healthy food and time).

The conceptual framework developed in this study is well supported by evidence and experts' opinions. This conceptual framework will be used to design the ABM of this study, and it can be used in future investigations on the tendency to adopt healthy diet and food choices.

The conflict between Iran and Iraq is not new; it dates from long before September 1980. In fact, the origins of the current war can be traced to the battle of Qadisiyah in Southern Iraq in 637 A.D., a battle in which the Arab armies of General Sa'd ibn Abi Waqqas decisively defeated the Persian army. In victory, the Arab armies extended Islam east of the Zagros Mountains to Iran. In defeat, the Persian Empire began a steady decline that lasted until the sixteenth century. However, since the beginning of that century, Persia has occupied Iraq three times: 1508–1514, 1529–1543, and 1623–1638. Boundary disputes, specifically over the Shatt al‐Arab Waterway, and old enmities caused the wars. In 1735, belligerent Iranian naval forces entered the Shatt al‐Arab but subsequently withdrew. Twenty years later, Iranians occupied the city of Sulimaniah and threatened to occupy the neighboring countries of Bahrain and Kuwait. In 1847, Iran dominated the eastern bank of the Shatt al‐Arab and occupied Mohamarah in Iraq.

Provides a bibliography of CD‐ROM for librarians, covering case studies, costs, product evaluation guidelines, databases, CDI, downloading/copyright and CD vs. online, for use when making decisions about the adoption of CD‐ROM.

This teaching case is well suited for short courses focussed on brand equity or marketing. It explores the following themes:

Premium brand equity: managing the brand in different markets, and the process involved in finding the right partners who care about the brand.

Market entry and penetration: strategies for growing in a market, testing a new market, and identifying the right products for a specific market.

Product expansion: the considerations that need to be made when a company is expanding its brand into new markets.

This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course.

This case is about a premium confectionery brand Wedgewood. The company started in KwaZulu-Natal, South Africa in 1999, with founder Gilly Walters’ handcrafted nougat aimed at a high-income target market. The retail product went on to be sold in stores nationwide. The company has since diversified its product range and tested markets both locally and abroad, with varying levels of success. In early 2020, Paul Walters, CEO, is considering options for the company. While his brother, Jon Walters, head of production and product development, is keen to increase global exports, Paul is less sure. The brand has been developed over the years and the product line expanded to consist of nougat, energy bars, and biscuits. While considering international markets, Paul must keep tabs on how to align the various brands in the process, and limit any potential damage to the brand equity to a minimum. With the company poised for exponential growth entering new international markets, Paul must consider the best expansion strategy. With business growth will they be able to maintain the core values of the business and the brand? Wedgewood will also need to think about staffing resources that would be required should they take on a massive international expansion.

To analyse how a small family-owned business is able to achieve sustainable growth and expand its footprint

To evaluate which business model creates the best platform for the expansion of a premium niche brand

To create a branding strategy for international brand expansion