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Although diversifying internationally appears to be beneficial, relatively few small and medium‐sized firms actually participate. Building on recent research exploring the international diversification of small and medium‐sized enterprises (SMEs) the purpose of this paper is to examine the relation among ownership and management team gender heterogeneity, entrepreneurial orientation, and firm international diversity.

The authors' hypotheses were tested using data gathered from members of Women Impacting Public Policy (WIPP), a national (US) public policy organization that advocates for women in business.

Results indicate that top management team gender composition and entrepreneurial orientation are significantly related to international diversification but that ownership gender composition is not. The authors found that team entrepreneurial orientation may be useful when teams are more homogeneous on relations‐oriented characteristics such as gender.

The paper's findings suggest that women‐only management teams high in entrepreneurial orientation are more likely to pursue international diversification, dispelling the idea that international diversification is more difficult for women.

The aim of this chapter is to: (1) model culture as a configuration of multiple values, (2) identify different culture archetypes across the globe, and (3) empirically demonstrate heterogeneity in culture archetypes within and across 52 countries. We use Schwartz values from the World Values Survey (WVS) and the archetypal analysis (AA) method to identify diverse culture archetypes within and across countries. We find significant heterogeneity in culture values archetypes within countries and homogeneity across countries, calling into question the assumption of uniform national culture values in economics and other fields. We show how the heterogeneity in culture values across the globe can be represented with a small number of distinctive archetypes. The study could be extended to include a larger set of countries, and/or cover a broader range of theoretically grounded values than those available in the Schwartz values model in the WVS. Research and practice often assume cultural homogeneity within nations and cultural diversity across nations. Our finding of different culture archetypes within countries and similar archetypes across countries demonstrates the important role of culture sharing and exchange as a source of reducing cultural conflicts between nations and enhancing creativity and innovation through interaction and integration in novel ways. We examine culture as a configuration of multiple values, and use a novel AA method to capture heterogeneity in culture values within and across countries.

IAS 1 (“Presentation of financial statements”) requires that application of all international standards is necessary in order to comply officially with International Accounting Standards. This appears to be a key statement for the move towards accounting harmonization. The feasibility of this kind of harmonization could be jeopardized if even one standard is “rejected” by companies. In this context, in the wake of the publication of IAS 38 “Intangible assets”, examines the ways that 21 national and two international accounting standards approach intangibles, both in terms of definition and treatment. Shows that there is no conceptual framework commonly accepted and that there is a considerable lack of consistency both inter‐country and intra‐country. This challenges the principle of the acceptability of all international accounting standards by companies that wish to or are required to apply IASs. The disharmony highlighted by the advent of IAS 38 could be a sign of the failure of international accounting harmonization.

The purpose of this paper is to examine empirically the relationship between positioning strategies and bases of segmentation in international markets.

A principal component analysis was conducted to determine the major macro‐ as well as micro‐bases of segmentation that are linked with strategic positioning decision options. Further, a regression analysis was used to examine the effect of each of the segmentation bases on the different strategic positioning options used by segmentation managers.

This study suggests the combined use of both macro‐ and micro‐bases of segmentation in order to leverage similar strategic positioning across global markets. However, micro‐bases of segmentation are suggested for firms seeking differential positioning strategies.

The conceptual and empirical findings of this study pave the way for embarking on promising and relevant future research that is needed to substantiate and enrich the academic understanding and managerial practice of linking global segmentation with strategic positioning decisions. Future research should focus on the use of hybrid segmentation strategies; its logical design; implementation issues; and its evaluation mechanism.

This study provides specific empirical evidence of the relationship between strategic use of segmentation bases and strategic positioning. An effective use of the proposed framework will have various strategic marketing implications for firms; including cost efficiencies, opportunities to transfer products globally, expansion opportunities of current operation, and development of more effective brand management decisions.

The proposed global strategic segmentation and positioning matrix is a new tool that guides managers to position their brands effectively in world markets.

Effect size is an important determinant of statistical power. However, very few experimental studies in international marketing (IM) report effect sizes and no meta‐analysis work in this regard has been done. The main objective of this paper, therefore, is to quantitatively document effect sizes of experiments in IM and to provide directions for further methodological improvement.

All articles published in the top three marketing journals and the top six IM‐related journals during the period 1992‐2005 were screened; this yielded 35 experiment‐based papers within the domain of IM. For each study, ten methodological characteristics relevant to IM experimental designs were coded.

The 35 studies reported 68 experiments, which produced a total of 1, 074 observations. Results reveal that, on average, for experiments in international business marketing, about 2.89 percent of the variance in a dependent variable (DV) is accounted for by experimental treatments, and a variance of 3.61 percent is shared by the independent and DV for experiments in international consumer marketing. Sampling method, type of subjects, type of design and number of countries are found to have significant influences on effect sizes.

This paper provides a quantitative, state‐of‐the‐art review of effect sizes in IM experiments, points out problems such as inappropriate reliance on an overall effect size index, and further offers useful suggestions on how to report and improve effect sizes.

The purpose of this research is to challenge the popular belief among luxury practitioners and researchers that millennials are a homogeneous and disruptive generation of consumers which is redefining luxury according to its terms.

This study first presents comparisons of luxury perception among 1,450 actual luxury consumers between the ages of 18 and 34 years in six main luxury markets, eastern and western, mature and emerging (United States, China, Japan, Germany, France and Brazil). Within each country, millennials' perception of luxury is then compared to the perception held by previous generations (Gen X, baby boomers and seniors).

The results clearly demonstrate that millennials' definition of luxury is not internationally homogeneous; millennials do not hold a global vision that transcends frontiers. Furthermore, comparisons of luxury perceptions among nonmillennials from the same countries reveal that millennials match their national culture more than a cohesive age culture.

This research has two main limitations linked to the limited number of surveyed countries, along with a limited sample size of millennials per country. Nonetheless, the results give additional support to the glocalization hypothesis. Yet, as millennials represent 44% of personal luxury goods purchases, they catch attention from both luxury sellers and researchers. Evidence indicates the notion of a “millennial luxury consumer” could be still an empty label.

The extensive use of the “millennial” label across countries implies generational homogeneity across borders, whereas reality is more diverse. Also despite the fact that luxury brands are highly globalized, the perception of what defines luxury – the hierarchy of its most salient attributes – does vary per country, thus needs specific attention.

The current findings reveal that millennials from the six surveyed countries do not share the same perceptions of luxury traits. Moreover, millennials' definition of luxury mirrors the definition held by nonmillennials from their own country, suggesting a strong cultural influence in each country.

Examines differences in emotional and rational advertising appeal use across experiential and utilitarian services for 11 culturally diverse countries. Pooled across countries, rational appeals were found to be more dominant in utilitarian service advertising, while emotional appeals were used more heavily in experiential service advertising. On a country by country basis, utilitarian service advertisements consistently used a larger number of rational appeals, and experiential service advertisements contained more emotional appeals. Finally, culture appeared to influence the use of appeals more when the appeals were important to the service selling premise. That is, more variation across cultures was observed for emotional appeal use in experiential service advertising, and more variation was observed for rational appeal use in utilitarian service advertising.

Since Theodore Levitt's seminal article was published in 1983, globalization has become a dominant theme of international strategy. The popularity of the concept has led to overuse and misuse, so that companies may speak of “global” strategy when they actually mean “international” and are speaking in a general sense of anything connected with doing business outside the domestic market.