Abstract: Knowledge is an accepted driver of managerial behaviour. In the context of the multinational firm (MNC), knowledge has been identified as a source of differences between headquarters and subsidiary decision-making. Authors refer to conflicting mindsets, perception gaps, or cognitive structures when they analyze knowledge. While a cognitive approach to international management has gained prominence, most studies still utilize quantitative methods. We promote a qualitative approach, especially when subconscious or tacit components of managerial knowledge structures are investigated. The diary method is a promising tool, which has been almost totally ignored in international business research. We explore the method’s potential by reporting illustrative empirical findings from both China and Europe. We propose both a research design and procedures for data analysis, using the software tool Leximancer.

Abstract: Eastern and Western cultural systems are increasingly in contact/tension in the evolving international business world. The paper shows the necessity to adopt new approaches to understand better the complexity and dynamism of the culturally-laden phenomena at work in "business China". After positioning this issue, the paper presents empirical research to be undertaken on small Chinese businesses to explore the connection between national cultures and their strategic and management practices

Abstract: Studies on emerging markets depicted the economic, social and institutional peculiarities of those markets by emphasizing opportunities and threats for Western companies. China in particular offers growing market chances, even for luxury firms. On the on hand, studies emphasize the global approach to markets in luxury. On the other hand, the uncertainty and cultural distance characterizing the Chinese market increase the risks of a firm’s standardized strategy. The paper aims at investigating internationalization strategies of luxury firms in China by exploring the role of design and marketing capabilities, based on the case study of an Italian company – Bisazza. Results highlight the success of a global design-driven brand strategy, but also the need of adapting the distribution and product management to cope with the Chinese context.

Abstract: In this paper, we first review the development of the strategy field by introducing Hoskisson et al.’s (1999) notion of ‘swings of a pendulum’. With problematization of this notion, we then offer an alternative interpretation of the advancement of strategy knowledge, namely, a recursive fragmentation-integration-fragmentation-integration upward spiral. In response to the call for integrative approach to strategic management research, we propose an integrative model of global business strategy that aims at integrating not only strategy and IB but also the different paradigms within the strategy field. We also discuss the merit and limitation of our model.