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The purpose of this paper is to re-assess the concept of ownership advantages in the light of successful international expansion of multinationals from emerging economies (EMNEs) and explore how these advantages are built.

The paper presents a viewpoint based on analysis of the successful international expansion of a sample of Chinese EMNEs where success is measured their ability win share in overseas markets. This allows us to identify their ownership advantages, the antecedents of these advantages and how they were built using dynamic capabilities.

EMNEs have “non-traditional” ownership advantages that have been built by finding innovative ways to leverage the locational advantages of their home countries. The conversion of locational advantages into ownership advantages requires that firms build dynamic capabilities that enable them to innovate in the use of the locational advantages they enjoy.

The study is limited to a small sample of EMNEs from China who have succeeded in winning market share in the initial phases of their international expansion. In the light of these limitations, the authors discuss the question the sustainability of their competitive advantage as well as the likely applicability of our findings to EMNEs from other EMNEs.

The authors revisit the paradox that despite the growth and success of multinationals from EMNEs in the past decade they are assumed to lack ownership advantages. The authors show that EMNEs’ ownership advantages differ from the traditional advantages such proprietary technologies and brand equity that are enjoyed by incumbent multinationals.

Chinese firms are winning market share from foreign multinational enterprises in domestic markets. The international business literature suggests that this is happening because these firms are developing non-traditional firm-specific advantages (FSAs). Strategic factor market (SFM) theory provides a good basis for explaining how this is happening. However, it is underdeveloped in terms of analysing unique resources and unique access to those resources by Chinese firms in their domestic markets. This paper aims to develop a framework to understand how Chinese firms have developed non-traditional FSAs.

The case study method is adopted to explore how Chinese firms develop non-traditional FSAs. Specifically, the authors compare paired case studies of a Chinese firm and a foreign multinational in each of two industries.

The authors find that Chinese firms have developed non-traditional FSAs because of more relevant experience, better adapted strategies and privileged relationships. This has enabled Chinese firms to develop non-traditional FSAs.

The authors propose a framework that conceptualises non-traditional FSA development in Chinese firms as a product of superior access to unique and valuable resources in their domestic SFMs.

Want to know who is who among the gurus of management? Want to know who said what?

The purpose of this study is to mirror the late guitarist Peter Green’s life experiences through insights from Andrew Voyce, who recovered from mental illness, and expertise from Peter Bryngelsson, a Swedish professional musician and author.

The authors used a mixed method of collaborative autoethnography, psychobiography and digital team ethnography.

Despite having not previously attracted academic interest, Peter Green’s experiences of mental health problems and his return to recording and performance provide a rich data source when mirrored and compared to the lives and experiences of Andrew Voyce and Peter Bryngelsson.

The main limitation of this piece of work is that Peter Green died in 2020. During the process of writing, the authors have had to follow different, mostly unacademic, sources that have described various parts of Peter Green’s life. The authors have given examples and drawn conclusions from their own lives as well as from academic sources, which they have found appropriate.

Both Andrew Voyce and Peter Bryngelsson’s stories would be helpful when it comes to a deeper understanding as to why Peter Green “took a left turn”, i.e., turned his back on an accepted lifestyle.

Acid casualty is a problem connected to both mental distress and to the music industry. Peter Bryngelsson’s story tells us that one can remain sane and drug free and still be an influential and creative musician.

The analysis has brought together two stories of mental distress in combination with insights.

Teacher education in the United States has been widely criticized for its uneven and often poorly supported approach to preparing novices for clinical practice. In 2010, the Blue Ribbon Panel on Clinical Preparation and Partnerships for Improved Student Learning (commissioned by the National Council for Accreditation of Teacher Education) released a report titled “Transforming Teacher Education Through Clinical Practice: A National Strategy to Prepare Effective Teachers.” The report called for teacher education to “be turned upside down,” a dramatic shift from traditional approaches to preparing teachers to “programs that are fully grounded in clinical practice and interwoven with academic content and professional courses” (p. ii). Many preparation programs in the United States are engaged in efforts to become more clinically rich in their approach to teacher preparation. This chapter will examine the call for more clinically rich approaches to English language arts teacher education, and will highlight how such a shift is integral to more socially just teacher preparation programs. Particular features of two clinically rich English language arts teacher preparation programs, one in California the other in New York, will be described and research focusing on the programs will be highlighted in an effort to share lessons learned.

The purpose of this paper is to re-assess both the nature and sources of the competitive advantages which multinationals expanding from home bases in emerging economies (EMNEs) may enjoy in the global market.

The paper analyses the results of 12 concurrent studies undertaken by a group of experts who were asked to examine how strategies for innovation, international value chain configuration and foreign mergers and acquisitions contributed to the competitive advantages of multinationals emerging from Brazil, Russia, India and China (the BRICs), respectively.

EMNEs do have competitive advantages that can underpin their expansion abroad, but these are mainly “non-traditional” advantages that have been built by finding innovative ways to leverage advantages of their home countries. EMNE’s internationalisation is as much about accessing new resources and knowledge to enable them to extend their competitive advantage, as it is a route to exploiting existing advantages over a larger set of markets. As a result, the global value chain structure of EMNEs tends to be fundamentally different from that chosen by incumbent multinationals.

The study is limited to EMNEs from the BRIC countries, but implications for EMNEs emerging from other countries are discussed.

We bring to bear extensive data and a systematic approach to understanding the new breed of multinationals emerging from the BRIC countries; their sources of competitive advantage; and how they are using innovation, foreign investment and overseas acquisitions to transform global competition.

Epitomising the move towards greater variety and added value in the UK food industry has been the rapid growth of the ethnic or non‐traditional food market. The problems of defining this market segment are examined, together with details of its growth over the past decade. Some explanations as to why and how growth has occurred are given.

Yves Doz, Jose Santos, and Peter Williamson’s (2001) book about metanational processes emphasizes entrepreneurial behavior and briefly considers what they call metanational upstarts. We extend their exploration in this article through our focus on the rapid internationalization of new ventures. We present a multilevel model of new venture internationalization that highlights the importance of managing risk. The model specifies relationships between the general environment and venture entrepreneurs that are mediated by industry conditions, and relationships between industry conditions and the venture that are mediated by the decisions and actions of entrepreneurs. Complex interactions and simultaneous relationships are described among the entrepreneurs, the venture, and venture internationalization.

To explore the implications of the fundamental forces that are reshaping the competitive playing field in Asia and the strategies required to win in the future.

The paper is draws on detailed fieldwork and consulting assignments with Asian companies, backed by the author's 20 years of experience working in Asia to analyze the key competitive changes and provide a framework for developing successful strategic responses.

Four fundamental changes are underway that are reshaping the competitive game in Asia: the demise of asset speculators; the rapid development of China scattering the traditional “flying geese” pattern of development; the breakdown of barriers that traditionally protected Asia's national economic baronies; and the decay of “me‐too” strategies. New strategies are therefore called for.

In the new Asian competitive environment, successful strategies will include the following elements: a new productivity drive; renewed focus on brand building and service quality; reaping more cross‐border synergies and driving industry consolidation; and re‐locating innovation activities into in Asia. Although the mix of these strategic options will vary by business, it will take a different kind of company to succeed Asia's next round of competition.

The paper provides a forward‐looking perspective on how to compete in one of the world's most dynamic regions and lays out the strategic options for companies in the new competitive game that has begun.