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The purpose of this paper is to develop a model to build visibility for mitigating supplier risk. The model has shown that visibility can be an important information-based capability for a buying firm to mitigate supplier risk. Such an importance, however, may not hold in all settings but is contingent on the power-dependence structure between a buyer and its supplier. In particular, under high dependence of buyer on supplier, visibility is more needed to mitigate risk. In reverse, the importance of visibility is reduced if buyer is not dependent on its supplier. Two sides of antecedents to visibility are also posited and tested.

Seafood processing firms in Vietnam are surveyed to test the model. Reliabilities and validities of measures are tested before the structured analysis. To test the model, partial least square (variance-based structural equation modeling) with 500 boostrapping samples is used.

For the samples of seafood processing firms in Vietnam, visibility into their suppliers are found to be the key in mitigating supplier risks when the firms depend highly on their suppliers. In the reverse cases, the importance of visibility is reduced. Visibility is also found to be anteceded by information technology integration between buying firms and their suppliers.

The model helps develop and empirically test an important approach in proactively mitigating supplier risk. That is to develop buying firm’s visibility into a key supplier. Further, the model is developed to test the ways that visibility can be built. Those include both soft and hard sides of facilitating information exchange from supplier to its buyer. Thus the model is contributed to both the literature of supplier risk and power-dependence.

The slow food movement has become increasingly widespread globally in recent years. This paper focuses on explaining how Turkish cuisine, which has a deep-rooted history, meshes with the slow food movement and how this movement affects consumer behavior.

Based on expert opinion analysis with academics knowledgeable about the food industry and gastronomy, this paper explores how the slow food movement in Turkiye is evolving and how consumers perceive it. Content analysis was applied to the data obtained from the personal interviews.

The authors find that the slow food movement creates a strong brand image for businesses that rely on emphasizing the responsibility to the ecological system while appealing to the five senses of consumers. It already shows great potential even in emerging markets where typical household discretionary income is modest.

Based on key theories regarding all sales activism cases, the authors have offered insights into the dynamics, motivations and techniques of the case. Ensuring the preservation of the slow food movement, framing and creating associations need to be examined.

Slow food is a movement that emerged against the standard, fast, tasty, but unhealthy products of the fast-food industry. It entails product variety, local flavors and preference for the single-flavor focus embedded in the fast-food movement. The movement started with considerations of gastronomy and later was institutionalized as a social movement phenomenon. Later, it expanded its base to activism, targeting various social issues.

When I was invited to this landmark event I was delighted in many ways. It was an uncanny opportunity to meet again with several generations of young and senior scholars, it was a rare opportunity to contemplate about myself and my times at Eli Broad. I thank Tamer and Roger for the invitation.

This chapter offers a template for examining the rigor and validity ideals in international business survey research. It provides (1) observations on how research-quality checks are currently used, and (2) recommendations about prerequisites for their use. These recommendations are based on the idea that the ideal of rigor and validity is not absolute and cannot be achieved by ad-hoc checks. We argue that there must be certain linkages and progression in attempting higher quality in survey research. We propose a hierarchy of stipulations to strive for highest validity and rigor goal, which we entitle commensurability. As such, this framework outlines the different steps which need to be examined progressively to approach commensurability.

To explain why international market diversification is a viable strategy, a substantial portion of the past literature hinges its conclusions on mainstay perspectives. Some authors utilize internalization theory and transaction cost analysis (e.g., Teece). Others draw from the resource-based explanation of the firm (e.g., Chang, 1995), institutional theory (e.g., Davis, Desai, & Francis, 2000), organizational learning (Ruigrok & Wagner, 2003); a combination approach (e.g., Madhok, 1997) or eclectic paradigm (Dunning, 1988). These perspectives are widely discussed in the literature. For that reason we present the earlier work only in a brief summary.

Given the confluence of opportunism, bounded rationality, and asset specificity in a partnership, the participants may attempt to expropriate certain rents. This type of rent is called the quasi-rent, and it is the reason for participating in the relationship in the first place (Alchian & Woodward, 1988). A quasi-rent is the excess above the returns necessary to sustain the current use of resources. It can be the means to recover sunk costs, such as investments in assets in general, and relational assets in our context. A relational quasi-rent is that portion of the quasi-rent generated by a resource that depends on the partner's resources (Hill, 1990). It stems from investment in specialized assets to support a partnership. Also this rent is the amount, which a partner can expropriate without destroying the relationship.

I learned my first important lesson on research from the research design seminars offered by Drs Tamer Cavusgil and Roger Calantone. During my first semester in the Ph.D. program, I took a Ph.D. seminar class, international business research with Dr. Tamer Cavusgil. In that class, each student was asked to select a topic to research, present findings to the rest of the class, and write a term paper that could be turned into a potential publication. In the midst of my struggle to find this big bang topic that could lead to a potential publication, Dr. Tamer Cavusgil showed us a few surveys designed by previous Ph.D. students. He mentioned that we could use these surveys as guidelines to develop our own thoughts. These surveys turned out to be the concrete piece of information that I needed to be on track with my research. Prior to this, I had gained some interests in understanding how trust and relational norms govern inter-organizational relationships. One of the surveys Dr. Cavusgil passed to us happened to be about this research area. Under the guidance of Drs Cavusgil and Joseph Bonner, I developed my first research ideas on understanding the third way of governance, relational norms in international channels of distribution.

We searched JM from 1990 to 2005 to identify all studies that employed OLS regression.¹ The search resulted in 83 articles with 147 OLS regressions. Many authors specifically state that they used OLS and these were promptly included in the sample. Other authors acknowledged regression as a methodological procedure without explicitly specifying an estimation technique. To inquire whether OLS was used, we communicated with all of these authors. In all, 51 authors were contacted, with 44 responding. Of the 44 that responded 43 had used OLS; the only exception was subsequently excluded from the analysis. The remaining seven articles were checked once more, and consensus was reached that OLS had most likely been used. Therefore, they were also included in the study.

This paper aims to explore market dynamics and strategic issues that contribute to a late entrant's success in achieving market leadership in the prescription (Rx) and over‐the‐counter (OTC) markets. In the Rx market, consumers must receive physicians' approval before purchasing the product. In the OTC market, consumers make the final drug choice.

Data on sales (both Rx and OTC) and direct‐to‐consumer advertising expenditures for nine gastrointestinal drug products were obtained covering a 17‐year period. Ordinary least squares regression was employed.

The findings show that late‐market entrants, despite existing challenges, can become market leaders. This applies to both the Rx and OTC markets, via varying mechanisms.

This study is unique in demonstrating the differential mechanism in achieving market success for late entrants in the Rx and OTC markets.

Current conceptualizations of born‐globals lack a full theoretical explanation of strategic re‐structuring through the use of outward and inward‐oriented activity and the processes of de‐internationalization and re‐internationalization. Strategy and internationalization processes are created by entrepreneurial behaviour. If one wants to understand various international behaviours and strategic changes in firms one needs to focus on entrepreneurs – individual managers. The purpose of this paper is to unify the theoretical framework on born‐globals by addressing two questions. How do managers move through the de‐internationalization (exit) to re‐internationalization (re‐entry) process? How do they choose their patterns of internationalization?

To address these research gaps, this study draws on 26 in‐depth interviews with senior managers across nine Australian born‐globals.

Moving between outward and inward‐oriented activity as they de‐internationalize and re‐internationalize is used as proactive strategic re‐structuring by born‐global managers for survival during periods of global economic decline or changing competitive conditions.

This study provides new theoretical insights where the entrepreneur is central to the internationalization process and provides practical implications for those involved in international business and marketing.