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The major oil companies of 1995 are very different in strategy, structure, and management systems from the “Seven Sisters” that dominated the oil industry during the 1960s and 1970s. In a decade of downsizing, the oil majors have reduced their number of employees by an average of almost 30%, while during that same period, average revenues have increased by 10%.

Total quality management (TQM) has received considerable attention as a way to increase both the effectiveness and the efficiency of corporations (Bounds et. al., 1994; Grant, Shani and Krisnan 1994; Olian and Rynes 1991; Powell 1995; Ross 1993). Concerned primarily with the delivery of customer satisfaction, the proponents of quality and/or TQM (Deming 1986; Juran 1992; and Crosby 1979) have developed principles and procedures for achieving total quality and meeting multiple corporate goals. Empirical evidence regarding outcomes is mixed; success and failure case studies abound, statistical methodologies are questioned, and more rigorous empirical studies present some positive findings (Powell 1995). Some maintain that the reasons for the failure of TQM systems is incompatibility between existing Western management thought which is grounded in economic models, and the TQM paradigm, which evolved from statistical theory, and has its own set of assumptions (Grant, Shani and Krisnan 1994). Despite such mixed empirical results, TQM continues to be promoted and implemented. This is the beginning point for our examination of TQM. The TQ management paradigm is practiced in economically and culturally diverse environments, including those which embrace an economic perspective, complete with maximisation of shareholder wealth, self‐interest, rational decision makers, separation of ownership, and agency costs (Grant, Shani and Krishnan 1994).

In this summary of the key speakers at the Strategic Leadership Forum's 1999 Conference, the author poses answers to a number of questions:What does the year 2000 mean for business enterprises? Is it a turning point in any sense beyond a calendar? What are the key uncertainties facing business leaders at this historical juncture? What are the central issues for business strategy that arise from these uncertainties? And what concepts and tools can help companies manage the transition to a new era?

This paper analyzes five characteristics associated with the overall decision‐making process that are necessary to achieve a high degree of perceived procedural justice within four strategic contexts of focal subsidiaries. Strategic contexts are based on the role of subsidiaries as defined by the flow of knowledge between these subsidiaries and the global network of MNCs. Propositions are developed that relate the five characteristics, the four strategic contexts, and high perceived procedural justice. The propositions represent a template for managers and researchers interested in the successful implementation of global strategic decisions and the improvement of the performance of individual subsidiaries as well as the global competitiveness of multinational corporations.

If knowledge management programs are to build lasting value, they must directly support the competitive strategy of the organization.

The purpose of this paper is to conduct a literature review on knowledge transfer and international strategic alliances to propose a research framework based on the theory of dynamic capabilities. A qualitative and quantitative review has been conducted to find out the past research patterns, emerging trends, and research gaps.

The qualitative review of more than 300 articles identified by keyword search, reference, and citation search has resulted in 130 most relevant articles. Citation analysis is performed on these studies, their journals, and authors by leveraging the international platforms of SCImago Journal Ranking, Google Scholar, and ResearchGate.

The study enlists the highly cited studies, their journals, and authors with possible explanations for being highly cited. Criticisms of dynamic capabilities theory have been explained, and a research framework for the application of this theory in the context of international strategic alliances to fill the research gap has been proposed.

Currently, various bibliometric studies are growing in number. This study is not only a review study, but also proposes a research framework to fill the identified research gap.