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International business programs became realities in the 1950s, but only at two universities: Columbia and Indiana. In the 1960s, more universities added IB programs and departments; the 1970s saw even more added as universities realized that IB programs would enhance their reputations, improve student knowledge and expertise, and enhance companies’ future success. In 1974, the AACSB added internationalization as a requirement for business schools, forcing even more to enhance the international dimensions of their courses, programs, and faculty. Now virtually all B-schools have become global to some extent, although major differences remain in the quantity and quality of their internationalization.

This chapter complements the one that appeared as “History of the AIB Fellows: 1975–2008” in Volume 14 of this series (International Business Scholarship: AIB Fellows on the First 50 Years and Beyond, Jean J. Boddewyn, Editor). It traces what happened under the deanship of Alan Rugman (2011–2014) who took many initiatives reported here while his death in July 2014 generated trenchant, funny, and loving comments from more than half of the AIB Fellows. The lives and contributions of many other major international business scholars who passed away from 2008 to 2014 are also evoked here: Endel Kolde, Lee Nehrt, Howard Perlmutter, Stefan Robock, John Ryans, Vern Terpstra, and Daniel Van Den Bulcke.

Most years, several AIB members are elected as AIB Fellows on account of their excellent international business scholarship, and/or past service as AIB President or Executive Secretary. The Fellows are in charge of electing Eminent Scholars as well as the International Executive and International Educator (formerly, Dean) of the Year, who often provide the focus for Plenary Sessions at AIB Conferences. Their history since 1975 covers over half of the span of the AIB and reflects many issues that dominated that period in terms of research themes, progresses and problems, the internationalization of business education and the role of international business in society and around the globe. Like other organizations, the Fellows Group had their ups and downs, successes and failures – and some fun too!

The intention is to introduce the conceptual framework proposed by Brown, Odom, and Conroy (2001) for the implementation of social interaction intervention. This tiered system organizes intervention strategies for early childhood professionals to make informed decision on how to promote social interactions of young children who are at risk for social competence difficulties in inclusive early childhood programs.

In the academic field of business management, several potential theories were established during the last decades to explain companies' decisions, organizational behavior, consumer patterns, and internationalization, among others. As a result, businesses and scholars were able to analyze and decide based on theoretical approaches to explain the current conditions of the market. Secondary research was conducted to collect more than 36 management theories. This chapter aims to develop the most famous theories related to business applied in the international field. The novelty of this chapter relies on the compilation of recognized previous research studies from the academic literature and evidence in international business.

Western management philosophy and thought have been around for millennia; however, the supremacy of its concepts and writings has become a subject of criticisms in Africa. There is a huge gap in African management education which calls for redesigning of management curriculum to affirm African social orientation and self-determination that will enable new forms of learning and knowledge required to tackle complex global challenges. The objective of this chapter is to review Western management thought and practice vis-à-vis the existing management philosophy in Africa prior to her colonisation and advocate the need to redesign management curricula. To accomplish the aforementioned objective, this chapter took a historical, reflective and systematic approach of literature review to advance renewal of management curricula in Africa. The analysis began with a review of pre-colonial management philosophy and thought in Africa, followed by a discussion of how colonialism obstructed and promoted the universality of management. This was followed by a review of African traditional society and indigenous management philosophies. The chapter discussed topics that should feature in an African-oriented management curriculum and highlighted fundamental constructs that can be fused into management curriculum of business schools/teaching in Africa. The chapter also made a case for a flexible management curriculum structure that is broader than the conventional transmission-of-knowledge building which views students as passive learners’ by adopting suitable pedagogical tools that will be relevant for knowledge transmission and assessment and also enhance learning and management practices that is culturally fit and relevant to global practice.

To analyze the internationalization pattern of newly established firms in view of Johanson and Vahlne’s (1977, 2009) contributions.

We analyze all 2,390 Norwegian new ventures established in 2003 that export in the period 2003–2011.

We find three different groups of exporters in this cohort: the True Born Globals that start exporting the same year as they are established, and that export further away and to more countries than the other groups. We surmise that these firms fit the revised version of the Uppsala school of internationalization (Johanson & Vahlne, 2009) and are less hindered by “liability of outsidership.” The second group, Born Regionals, export already the second year after foundation, but to countries closer to Norway but to more than one country. Late-comers – starting three years after foundation or later – follow a more traditional path to international markets more in accordance with the original contribution by Johanson and Vahlne (1977).

Our analyses are based on secondary data provided by Statistics Norway. Whereas this gives us data on the total population, we lack information on more specific factors that may explain this pattern more precisely.

This is to our knowledge the first contribution that tests elements of the Uppsala school (pace of international expansion and psychic distance) in a country’s total population of newly founded firms.

The present paper scrutinizes the extant literature on the internationalization process of service providers. It provides an overview of current insights and unresolved issues. The findings of over 100 published studies are structured and summarized under four headings: internationalization motives, country/market selection, entry mode choice, and the profile of service exporters. Although literature is closing the gap with reality, this paper concludes that (empirical) work still lacks sound theoretical bases, and – partially as a consequence – it is largely fragmented and exploratory. Per heading we formulate specific suggestion for better and more focused future research endeavors.

A long-standing question is how group perception, which is the perception of a whole group, becomes an exaggerated perception of the individuals who comprise the group. The question receives scant attention within computer-mediated communication (CMC), which is increasingly a communication mode for groups and a research tool to study groups. I address this gap by examining bias in group perception when rating copresence, which is the sense of being together, with the group.

I model bias as occurring when perceivers differentially weigh ratings of individual group members on a variable while rating the whole group on the same variable. I analyzed how the degree of bias in participants’ ratings of copresence with a status-differentiated group varied by the availability of visual cues during CMC in an experiment. I also examined how the group’s status hierarchy impacted bias.

Bias increase as the availability of visual cues decreased and ratings of middle status members were weighed more in group perception than ratings of other members.

Middle status was based on possessing inconsistent statuses. Inconsistency, and not status position, may have rendered these members more salient than others.

Interventions that target group perception may benefit from targeting the group’s middle status members. Researchers and practitioners can minimize bias in group perception through increasing the availability of visual cues in CMC.

The findings illustrate the underpinnings of copresence with an entire group. This is important because copresence shapes several group processes during CMC.

A case can be made that, to some extent at least, the marketing discipline has not kept pace with the practice of international marketing. Recognizing that internationalization is a dynamic process that may vary across the business of marketing, the development of marketing thought, the direction of marketing education, and the marketing research process, this paper explores that premise. Then, given the current emphasis on the integration of business activities on a worldwide basis, it suggests an interdisciplinary approach, grounded in the concept of market imperfections and internalization theory, to deal with the major challenges that now confront international marketing scholars.