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The global market for international students have become highly competitive and many institutions, particularly higher education institutions, rely heavily on fee income from overseas students. This study aims to examine the countries from which Australian education institutions draw such students and used this information to better understand such patterns.

Data were obtained from a sample of 225 schools, colleges and universities that were actively engaged in the recruitment of international students and correspondence analysis and cluster analysis were used to examine the recruitment choices made by these institutions.

It was clear there were three groups within the data that had different recruitment strategies. Group 1 (local players) institutions were primarily established to cater to the needs of international students studying in Australia and had a narrowly focussed recruitment strategy. Group 2 (global players) were institutions (mainly universities) operating both within Australia and offshore who recruited widely. Group 3 (minor players) institutions were mainly high schools that engaged in international student recruitment only on an ad hoc basis.

The study was undertaken within a single country. However, the findings, which highlighted the international student recruitment patterns of the responding education institutions, suggested they paralleled the types of activity found among other types of exporting firms.

The paper suggests managers in educational institutions seeking to engage in overseas markets must make a strategic choice as to the level of their commitment to internationalisation and that this will impact on the choices they make about the way they recruit international students.

There are few studies of education institutions in the international marketing area and even fewer have examined the issue of geographic recruitment choices. This study provides useful statistical evidence of the types of strategies that are likely to be found in this sector.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

There is something highly reassuring about the idea of a recommendation via word of mouth. People have chosen to speak highly of a service or product without any financial inducement.

The paper 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 editorial is to provide guidance to EJM authors about the structure and presentation of manuscripts that are likely to be insightful and that will probably provide contributions to knowledge.

The approach is editorial advice based on the Editors' experience of receiving circa 500 manuscripts during their first year as Joint Editors of EJM, but which is also consistent with guidance in other leading journals.

Guidance is provided for authors when preparing and revising their manuscripts, which is also a basis for further discussion and exchange concerning the effectiveness of communicating research outcomes.

The guidance is based on the views of the EJM Joint Editors, although it is consistent with other leading journals.

Hopefully, authors will find the guidance helpful, although the editors emphasise that it is guidance and not a strict prescription that must be obeyed.

Hopefully, the editorial provides more “food for thought” for authors.

We hope this research volume will change the way scholars and managers think about health care management in two fundamental ways. First, we want to challenge the superficial separations between national and international health care management. To dissolve these distinctions, the “not-invented-here” or “who cares about a Belgian, Indian, or Thai medical center,” or “that won’t work in our policy system” attitudes must change. Second, we want scholars and managers to learn how to transfer innovative ideas and management practices across cultures and around policy barriers. Cultural, language, and policy differences present formidable barriers, but we believe lessons about managing human resources, informatics, quality, services, and strategies in health care organizations can be transferred.

This research paper highlights the economic impact on small and medium-sized enterprises (SMEs) due to Coronavirus outbreaks. It proposes factors that influence the strengthening and survival of SMEs.

In this research, resilience is reflected in the following aspects hope, problem resolution and persistence. This quantitative study analyses a purposive sample of 120 small and medium-sized firms in India. The study's primary data are the responses to questionnaires issued to respondents, analyzed and hypotheses formed and tested using the structural equation modeling (SEM) technique.

The study results show that all the variables significantly reduce the impact of COVID-19 on SMEs. The presented model is expected to help researchers, business modelers, analysts and real professionals with further studies in the SME context.

This new approach adds to the business resilience knowledge of SMEs and has practical implications for manufacturing organizations seeking to become robust during and after COVID-19.

We are living in turbulent and uncertain times and organizations need to struggle with these circumstances in order to achieve their goals. More than ever, resilience capacity is an added value that organizations need to build to respond to obstacles in these challenging times. Resilience is a capacity of individuals, teams, organizations, communities, even society, that make them to overcome setbacks (such crises, changes, or turbulences) in a way that they not only survive but emerge even stronger. Previous research on resilience at different range of settings and groups show that resilience is a capacity that can be trained or build up. Therefore, the goal of this chapter is to review the main lines of action available to organizations that want to foster resilience at work. The chapter will review theoretical research on workplace resilience, and empirical research that links Human Resources Management and workplace resilience. Aspects covered include the role that corporate social responsibility toward employees, career development or work–family balance have in developing resilience. The chapter closes with a discussion of some practical guidelines for HR managers and practitioners.