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The purpose of this paper is to contribute to our understanding of the underlying rationale for why companies participate in mega‐events in general, and in mega‐events in emerging economies – such as the 2010 Shanghai Expo – in particular. Of particular interest are the ways that companies use an event to advance their own purposes, and how experiences are created that use aspects of an event setting such as Expo 2010.

The study is based on a participatory, ethnographic and longitudinal field study focusing on the VIP section of the Swedish Pavilion at the Shanghai World Expo, using additional data from other national pavilions and respondents with insight into Expo 2010 and its organization.

The study indicates that even though companies operationally used the World Expo and the VIP section in many different ways, an underlying element appears to be to use the event for the “practice of communification”.

The study provides practitioners with a conceptual framework and tools to manage the co‐creation process of experiences at events. This is done by supplying an empirical example from World Expo 2010 and the VIP area of the Swedish pavilion. This is a needed addition to the current knowledge on how customers engage in co‐creation of experiences and how companies manage the co‐creation process.

The “communification” concept is used to denote the simultaneous building of community while communicating business‐related issues to strengthen and build relationships with customers over time, with exclusivity and co‐creation of experiences as important components.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

Once upon a time attracting and retaining customers depended largely on an organization's marketing clout. It was often simply a case of shouting loud enough and long enough about a product or service until the customer was left with little option but to accept the claims being made. How things have changed. The Internet has made the world a much smaller place and the balance of power has shifted considerably.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The purpose of this paper is to propose a low carbon culture (LCC) adoption model for gaining the right carbon capabilities by integrating the dimensions of flexibility or control and external or internal of competing values framework (CVF) with that of level of carbon emission (LCE).

This study reviewed literature related to low carbon supply chain, CVF and carbon capabilities to synthesize currently available frameworks for assessing culture and carbon-related insights. Based on these insights, this study proposes the carbon culture adoption model and presents some research propositions.

This study has extended categorization of culture suggested in CVF from four categories to eight distinct categories by adding “LCE” as a third dimension. The new categories of carbon culture are: “Red,” “Antagonist,” “Obligatory,” “Early Adopter,” “Follower,” “Transitive,” “Pragmatist” and “Green.” This categorization of organizations would help in selecting appropriate low carbon practices (LCPs).

This study presents purely conceptual framework with some research propositions which needs to be empirically tested.

Organizations can formulate right policies for low carbon capabilities based on the LCC of their supply chain.

With increasing awareness about environment across stakeholders, organizations around the world are under pressure to reduce their carbon footprints. The extent of reduction in carbon footprints depends on the right capabilities across the supply chain which in turn depends on selection of the right combination of LCPs based on the supply chain culture.

The main objective of this study is to evolve the basis of beneficial impact assessment of international marketing strategy (IMS) for emerging market multinationals by applying construct-measurement research methodology. The purpose of this study is to link the conceptual definition and empirical indicators of the proposed integrated model with the objective on “Developing Model to Assess Benefit Impacts Generated by International Marketing”, the authors named it GAMBIT.

Self-administered questionnaires were used to collect data from international marketing executives and senior management executives from Indian manufacturing firms using Churchill's approach (1979, 1987). Exploratory and confirmatory factor analyses and structural equation modeling (using SPSS Statistics 20.0 and AMOS) were used to develop the GAMBIT model. Various hypotheses pertaining to perfect order fulfillment and quality level were formulated.

In the order of significance, the four key influential factors for beneficial impact assessment in the multicultural global environment are as follows: sources of beneficial impacts; operational efficiency; international marketing strategic choice and beneficial outcomes.

Although companies have realized the importance of assessing beneficial impacts, they often do not know how exactly the assessment should be made. Thus, the present study provides a useful tool for evaluating the totality of beneficial impacts offered by IMS.

The purpose of this paper is to explore channel conflict from the small retailer’s perspective in the context of emerging economies. The study investigates the factors and probable outcomes of perceived channel conflict.

A qualitative research design is adopted. This study involves semi-structured in-depth interviews with 14 small retailers, selected through the purposive sampling technique, in a capital city of North India.

This exploratory study reveals five key reasons for channel conflict in the context of small retailers: coercive sources of power, retailer dependence, competitive intensity, retailer characteristics, and distributors’ role performance. The findings also highlight channel exit and passive acceptance as two probable outcomes of perceived channel conflict. Conflict may also lead to changes in the channel structure, which may significantly affect the success of multinational firms in emerging economies. The paper concludes with a discussion and presents an agenda for further research.

Channel conflict is a well-researched area, but the context of most existing studies has been larger retailers in developed economies. The findings of this study provide the reasons for and outcomes of the channel conflict encountered by small retailers in emerging economies. This study should be of interest to marketing managers, especially of consumer packaged goods firms, who want to succeed in emerging economies. These managers can use insights from the study to manage channel conflict in the context of small retailers.

The internationalization of pharmaceutical firms faces major barriers in terms of managing regulatory requirements in various international markets. This paper aims to identify the requirements related to regulations in various markets of the world. It further seeks to identify how the firms develop such capabilities i.e. processes undertaken by the firms to develop regulatory capabilities.

The research is exploratory in nature. Case study method is adopted to study the requirements related to regulations in international markets and processes to build regulatory capabilities.

To manage regulatory requirements firms need knowledge related to plant approval and product registration. Firms have to submit dossiers to the respective country's regulatory authority to get plant approval and product registration. They can simultaneously apply for both to save time to enter the target market. The requirements for each market are unique in terms of format and contents for dossier preparation. Dossier preparation needs data from various departments which calls for good coordination among various functional areas, i.e. production, QA and QC, R&D, purchasing, etc. If the firm has operations in multiple markets and offers multiple products in a single market the regulatory function is separately organized for less regulated, semi‐regulated and regulated markets.

Pharmaceutical firms targeting international markets can get insight into the regulatory requirements and the process to be adopted to build regulatory requirements.

The paper shows that firms use a systematic process to build capabilities for managing regulations. The paper also offers a process model for firms to build regulatory capabilities for internationalization.

In part-I of this review series, research from Afghanistan, Bangladesh, Bhutan, Maldives, Nepal and Sri Lanka was reviewed. The purpose of this paper which is part-II of the series, is to review management research from India and Pakistan over a 25-year period from 1990 to 2014.

A systematic review approach was adopted for this research. As a quality standard for inclusion, articles were restricted to journals rated A*, A, or B by the Australian Business Deans Council in 2013 and either Q1 or Q2 in the Scopus/Imago classification system. The divisions and interest groups of the Academy of Management were used as framework to organize the search results.

A total of 1,039 articles related to India (n = 930) and Pakistan (n = 112) emerged from the search process, with three articles being related to both countries. The research was published in 163 different journals that met the quality criteria. The period under review coincides with the advent of economic liberalization in India and this emerged as a major theme in the India-related research. Other context-specific insights for these two countries are also derived from an ecological and institutional theory perspective.

This research represents the first comprehensive and systematic review of management research in India and Pakistan. As in part-I, the unique review approach allows for strict adherence to a predetermined quality standard while including a wide variety of journals and research traditions.