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To understand better how professional services firms (PSFs) use networks to gain entry into newly emerging markets (NEMs), to analyze how such firms are assisted in this process by prior networks and to provide a framework of this process.

The methodology utilised in this study is qualitative and exploratory. Ten interviews across three large firms (legal, finance and media consulting) were used for the data gathering. Analysis incorporated open, axial and selective coding.

Prior networks provide impetus to the foreign entry aspirations of PSFs and are critical to the process. The specific functions of network actors in the entry process are to influence the firm and to provide intelligence‐gathering, arising from their participatory role in the foreign market. A framework is presented, supporting network theory as a key theoretical underpinning of strategy formulation, decision‐making and implementation by PSFs entering NEMs.

The framework presented in this paper could be tested most appropriately by analysing an extended number of cases, still within a qualitative approach, prior to survey‐testing the extent of the phenomena. Within the scope of the current study, however, the framework is supported by these preliminary findings.

Networks are perceived by PSFs as a medium for capturing market knowledge and as a basis for strategic decision‐making in NEMs.

Network theory is posited as a key theoretical underpinning of core strategy formulation, decision‐making and implementation by professional services entering NEMs.

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.

Identifies the communication strategies available to companies when dissolving cross‐cultural inter‐organisational relationships to achieve effective (cooperative) outcomes. First, addresses the importance of communication dissolution, and proposes a typology of available communication strategies. Second, emphasises the importance of understanding cultural diversity in business relationships in general and dissolution in particular. Third, proposes two related theoretical frameworks. The first addresses different conflict management styles that bridge the gap between dissolution communication strategies and the cultural context in which the actors are embedded. The second is a theoretical model for analysing dissolution process in a cross‐cultural business relationship context. Proposes the independent variable, culture, as providing a frame of reference by which meaning and intent are assigned by the foreign company to the communications of the terminating company (disengager), thus affecting the choice of dissolution strategy.

To provide an Asia‐Pacific viewpoint of the key constraints associated with large geographic distances for smaller westerns firms entering central and eastern Europe (CEE), described as a turbulent transitional environment.

An exploratory study was used within a qualitative methodology, using eight case studies across multiple industries. Semi‐structured interviews were the main method of data collection conducted in 2003/2004. Open, axial and selective coding was used for the analysis to identifying issues.

Key internal constraints for smaller western firms (mindset of western management and middle management in CEE; and lack of management in CEE with decision‐making authority) related to managements' inability to recognize geographic and psychic distance as major external constraints. Largely overcome by enhancing communication between various functional groups; adapting organizational structure; maintaining frequent communicational; developing partnerships in international joint ventures; finding reliable distributors and commitment from re‐sellers and working with government. While no single international business theory adequately explains this process, there is overwhelming support for the network perspective and international entrepreneurship.

The study is limited by small sample size. The explanatory phase is proposed with further western companies, such as the UK, operating in CEE to identify geographic distance, and additional CEE markets to verify dimensions in this environment.

The paper provides a checklist of strategies for overcoming constraints facing managers of smaller firms, entering emerging markets with geographic distance.

Previous studies, using a European or Nordic viewpoint, fail to identify the constraints associated with large geographic distances. This paper provides practical assistance to managers starting out in CEE from the Asia‐Pacific.

The purpose of this paper is to identify key barriers to internationalisation in emerging markets (EMs) for professional service firms (PSFs) from developed markets and to explain how PSFs use social networks to participate within EMs of Asia and overcome these barriers. The paper aims to provide a framework of this process.

A case‐based research design is used to explore key professional service industries (legal, media consulting and financial), providing three case studies, in a developed market (Australia) that are expanding rapidly into EMs (Thailand, Malaysia, and Vietnam) of Asia.

The elements of orientating, positioning and timing were identified as critical in the context of foreign entry, with the network perspective providing a useful theoretical explanation of this process and underpinning the conceptual framework. Key barriers to internationalisation in EMs for PSFs from developed markets are identified: face‐to‐face communication, language, cultural, work practices and government regulations. How PSFs use social networks to participate within EMs of Asia to overcome these barriers reveal that social network elements are critical to FME specifically into EMs: orientation, positioning and time.

While the conceptual framework of key barriers and how PSF overcame them is theoretically supported by the findings, the framework could be tested more appropriately through an extended number of cases prior to a survey to provide generalizability.

Social networks were used by managers of PSFs to secure market knowledge and to act as a basis for strategic decision making, with foreign network actors a key influence in the foreign market entry process.

The paper provides a framework for identifying key barriers to internationalisation in EMs for PSFs.

In this paper, we examine the effects of legitimation and delegitimation of female leaders in male- and female-dominated organizations on leader behavior toward their subordinates. Drawing upon status and legitimacy theories, we argue that delegitimation represents one event that makes gender stereotypes salient in different organizational contexts, and by this means affects leader–subordinate interaction. Gender stereotypes will be more salient in male- than in female-dominated organizations, but only when female leaders are delegitimated. Specifically, we hypothesize that deauthorized female leaders will exhibit more deferential and less directive behavior than authorized female leaders, and this effect will be stronger in male- than in female-dominated organizations. Authorized female leaders, however, will express a similar amount of deferential and directive behavior, regardless of organizational sex composition. To test these hypotheses, we created a laboratory experiment with simulated organizations. Results are mixed. Deauthorized leaders are marginally more deferential than authorized leaders, and this effect is stronger in male-dominated organizations; authorized leaders express similar amounts of deferential behavior in both types of organizations. Yet, leaders are more directive in male- than in female-dominated organizations, whether they are deauthorized or authorized. We discuss the implications of these results and future directions for this research.

Organisations and governments rarely see the connection between records management and the prevention of corruption, fraud and maladministration. This article gives an overview of what corruption and fraud entail and points out the importance of records management in ensuring accountability and providing a safeguard against corruption, fraud and maladministration. Good records management systems are essential to support financial management and financial accountability. Records management also ensures the public sector‘s ability to function effectively and provides documentary evidence to assist in ensuring accountable and transparent government.