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This study aims to investigate the treatment of translation within the international business and management (IBM) literature to highlight colonialist assumptions inscribed in this treatment as a result of the hegemonic status of English.

This investigation takes the form of a systemic literature review to examine the treatment of translation in the IBM literature through a postcolonial lens.

The findings demonstrate that despite growing interest in language in international business, matters of translation have received comparatively little attention. However, those articles that do address translation matters tend to do so in five key ways, including epistemological/methodological considerations, exploring translator agency, the investigations of the discursive void/conceptual fuzziness between languages, and approaches that discuss translation as social practice.

Despite the authors’ critique of English-language hegemony, this literature review is restricted to English-language journals, which the authors acknowledge as problematic and discuss within the article.

In exposing the limited treatment of translation within the literature, the authors provide a call to action for IBM scholars to be more explicit in their treatment of translation to ensure representation of cultural and linguistic Others, rather than providing domesticated accounts of multilingual research.

Although there have been other articles that have examined translation in the past, this paper is the first to do so through a postcolonial lens, demonstrating from a linguistic perspective the colonialist assumptions that are still prevalent in IBM knowledge production, as evidenced by the treatment of translation in the field.

Describes the two‐core management development programmes. Featuring internationally known business school faculty and consultants the first core stressed global strategic thinking: achieving world class excellence. Describes the integration of the International Division corporate strategy. Concludes that the key lessons include leadership, informed planning and eventual in‐house ownership of the programmes.

Perceived differences in the composition of goods and services forms the basis of a significant degree of analysis of the firm internationalisation process. In particular, product inseparability is highlighted as a distinguishing feature of service offerings and purports to explain the different approaches to internationalisation strategy adopted by service firms. The research, however, proposes that the division of goods and services into distinct products is outmoded. Rather, it is important to understand the extent of service components that embody, or are embedded in, a product offering. The authors argue that this “service embeddedness” influences the process by which a firm internationalises. The paper aims to discuss these issues.

Based on ten case studies of Australian international firms, this paper examines the impact of service embeddedness on a firm’s internationalisation process.

The research underlines that firms approach internationalisation with a view of ensuring that the various activities that combine to form their product offering are available to their international clients.

From an academic perspective, a dichotomous approach to products (good or service) underestimates the role that embedded services have on a firm’s internationalisation process. The research, therefore, has implications for researchers and practitioners as it highlights the importance of delivering products internationally that comprise of both good and embedded service components.

The research develops a deeper understanding of the extent and nature of separability within individual product categories from international production and operations perspectives.

The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories:

Times change and, with them, our approaches to strategy and its execution. In the 1970s, strategic planning was the corporate mantra in most companies. But as we moved into a new decade, strategic planning was tarred with the brush of “failure to implement.” In the 1980s, the corporate and consulting world was a‐buzz with strategic management—the new and improved version of setting direction and creating shareholder wealth. Now, in the 1990s, the focus is strategic leadership.

Ashton‐Tate's dBASE, in its various versions, is undoubtedly the most widely used database management program in libraries. Scores of articles in the library literature describe dBASE applications in libraries. They are usually written by enthusiastic dBASE users who have discovered how to bend and twist the program to accomplish a library specific application. The articles vary greatly in accuracy, documentation, and usefulness.

I recently visited the 1994 Poetry Publication Showcase at Poets House in New York City. This is a wonderful annual exhibit of new poetry including both volumes by individual poets and anthologies. This year I was particularly struck by some excellent poetry anthologies. All these anthologies present contemporary poets which should be represented in library collections. Since many libraries do not own individual volumes by all of these writers, the anthologies described in this column will enable libraries to enrich their poetry collection and to introduce new exciting writers to their users.

First, AIB conference themes have reflected the issues thought to be important during its 50 years of operations, and the Fellows have regularly staffed Plenary Sessions devoted to these yearly themes (e.g., Eden & Lenway, 2001 on globalization).