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Volume 24 of Advances in International Marketing, guest-edited by Professors Jean, Chiou and Zou, considers the impact of major trends in external and internal environments of the firm on international marketing. Major themes include: emerging market firms? innovation, technology-enabled marketing innovation, global account management, knowledge sharing in international alliances, internationalization of small and entrepreneurial firms, export marketing channels, global companies and issues of national culture on consumers? evaluation of MNEs performance and teaching international marketing to students. Papers in part one focus on innovation from emerging markets, including the impact of technological innovation on management innovation in terms of global account management in emerging markets firms and the impact of context on international strategic alliance knowledge transfer and innovation. Part two combines studies with a small- and medium-sized firm perspective and a focus on entrepreneurship. Part 3 looks at export marketing issues, such as sales subsidiaries, foreign channel selection and dependence on export channel co-ordination. Part 4 is devoted to globalization and culture issues, including the dimensions of a global company and the impact of pervasion of national culture on consumers? Evaluation of MNEs performance. Part 5 deals with the effectiveness of alternative teaching methods of international marketing.

The development of political ties represents a non-market strategy, which may substitute for formal contracts in safeguarding against transaction risks of innovation processes in emerging markets with weak institutions, such as China. Previous work has largely ignored the role political ties play in product innovation, and especially with respect to subsidiaries of foreign multinational corporations (MNCs). This study investigates the antecedents and role of political ties in relation to the innovation performance of foreign subsidiaries supplying automotive parts in China. Our analysis is based on survey data from 170 foreign MNC supplier firms in China. A partial least squares structural equation modelling (PLS-SEM) approach is employed to examine relationships through a 'soft-modelling' analysis, using SmartPLS 3. The results empirically confirm the positive impact of political ties, in terms of enhancing foreign MNCs' product innovation performance in China. Furthermore, it is found that the extent to which foreign suppliers invest in and maintain political ties is driven by a mix of organizational and environmental factors, namely protection orientation, relationship-specific investment, technological dynamism and competitor opportunism. The paper contributes to the understanding of the antecedents and the implications of political ties with respect to the innovation performance of foreign MNC subsidiaries in emerging economies.

ABSTRACTWhile innovations generated by supply channel relationships, as opposed to individual partners, play an increasingly important role in the success of all supply chain partners, there has been a dearth of research in the literature on how supply chain relationships cultivate the process of such innovation generation. We explore supplier market knowledge acquisition, relationship learning, systems collaboration, and technological uncertainty as antecedents of supplier innovation generation, which is in turn hypothesized to positively affect the relationship performance of the supplier. Furthermore, supplier dependence on the buyer is investigated as a moderator of the effects of such antecedents on supplier innovation generation. Empirical tests, which used a sample of 236 Taiwanese executives, supported most of the hypotheses, and some implications of the results are discussed.

In an increasingly dynamic global business environment, it is of fundamental theoretical and managerial interests to understand how firms can successfully adapt to changing marketplaces through new product development. The article examines the impact of internal resources, external networks and export activities on the international innovation performance of Chinese manufacturing firms. The effect is tested simultaneously by drawing on data from a firm-level World Bank survey involving 998 manufacturing firms. A Tobit model is adopted to examine the export performance of new products. Findings from the hierarchical regressions demonstrate that local competition contributes to innovation, as do firms external networks. Firms involved in exporting can leverage their learning and this can be a key driver for innovation. Although higher R&D intensity may be hampered when local competition is high, returnee managers can stimulate the international innovation performance of firms in highly competitive environments. © 2012 Macmillan Publishers Ltd.

Purpose
This study aims to explore how absorptive and joint learning can foster radical innovation. Furthermore, dependence asymmetry is investigated as a moderator of the effects of these factors on radical innovation. Radical innovation is an important source of any firm's success. Yet, there has been a dearth of research in the literature on how different types of inter-partner learning cultivate the process of generating such innovation.


Design/methodology/approach
The authors use a sample of 204 Taiwanese electronics suppliers to test the effects of joint learning and absorptive learning on radical innovation. The empirical analysis adopts a structural equations modeling approach.


Findings
The authors find that a supplier's joint learning has a stronger effect on radical innovation than its absorptive learning. However, when accounting for the moderating effect of dependence asymmetry, the analysis shows that absorptive learning does have a significant effect on radical innovation. The effect of joint learning on radical innovation is not moderated by the degree of dependence asymmetry.


Practical Implications
This study broadens and deepens the understanding of how radical innovation by suppliers can be generated in customer–supplier relationships, and how this is shaped by the power-dependence structure.


Originality/value
Inter-partner learning; radical innovation; power; dependence.