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The chapter provides an economic explanation and perspectivation of strategic asset seeking of multinational enterprises from emerging economies (EMNEs) as a prominent feature of today’s global economy.

The authors apply and extend the “springboard perspective.” This perspective submits that EMNEs acquire strategic assets in developed markets primarily for use in their home markets.

The authors succumb that the springboard perspective is alluring theoretically as well as empirically as it suggests that when EMNEs acquire strategic assets, they experience liabilities of foreignness (LOF) that are low relative to those of MNEs from developed markets. The authors concede to this LOF asymmetry but also point out that liabilities of outsidership (LOO) can offset or weaken the home-market advantage of some EMNEs when competing with MNEs.

LOO appears as the more relevant concept to use when explaining strategic asset seeking of EMNEs. A set of propositions are formulated to guide empirical testing.

The insights gained from using the springboard perspective and the LOO concept are non-trivial: They basically predict future dominance of ‘insider’ EMNEs at the expense of MNEs from developed markets.

This article seeks to describe online tools for surveying and improving quality of life for people with disabilities living in assisted living centers and special education service organizations.

Ensuring a decent quality of life for disabled people is an important welfare state goal. Using well‐accepted quality of life conceptions, online diagnostic and planning tools were developed during an Institute for Education, University of Zurich, research project.

The diagnostic tools measure, evaluate and analyze disabled people's quality of life. The planning tools identify factors that can affect their quality of life and suggest improvements.

Instrument validity and reliability are not tested according to the standard statistical procedures. This will be done at a more advanced stage of the project. Instead, the tool is developed, refined and adjusted in cooperation with practitioners who are constantly judging it according to best practice standards.

The tools support staff in assisted living centers and special education service organizations.

These tools offer comprehensive resources for surveying, quantifying, evaluating, describing and simulating quality of life elements.

This study examines the method of scenario analysis as a means of exposing hidden assumptions which cause misattributions that lead to multicultural conflict and as a way of assessing cross‐cultural understanding. Results from thirty‐five critical incident interviews of technical professionals and semi‐structured scenario questionnaires from graduate business and engineering students are presented. The results provide support for the use of scenarios as a method of exposing hidden assumptions leading to multicultural conflict and as a process which helps participants deal with the conflict. Implications for organizational research and practice are discussed, including the use of scenario analysis as an evaluation and measurement tool for culturally‐related conflict in organizations.

In this chapter, the authors describe and explain how executive management enacts strategizing routines to strengthen their entrepreneurial agility, as a precondition to make new strategic moves possible. The authors contribute to the routine dynamics research program, by showing how the dynamics of routines, in a strategy context, shape strategic outcomes: the authors describe four strategizing routines – distancing, evaluating, experimenting, and re-assembling – as a particular promising focus for routine and strategy research. The authors discuss executive management’s enactment of such routines as part of their strategy work. The authors show how routine enactment makes entrepreneurial agility and new strategic moves possible. By exploring the dynamics of strategizing routines and their impact on strategic outcomes, the authors at the same time benefit from and contribute to the strategy-as-practice research program. Empirically, the authors study how the executive management of Hoechst AG successfully made unthinkable new strategic moves possible, discussable, and realizable in the context of the corporation’s strategic transformation between 1994 and 1996.