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In our award-winning 2009 article, we further developed the model that we originally presented in 1977. We observed that firms form relationships and that those relationships become networks, and thus in the end the business macro environment consists of networks of relationships between firms. Those relationships have far-reaching consequences, especially in terms of opportunity recognition and development. Since 2009, we have applied the Uppsala model to a number of different IB issues, most notably the process of globalization, which we believe is best understood as a driver of the evolution of the multinational business enterprise (MBE). We suggest that our model can still be improved further by recognizing the general psychological characteristics of managers, for instance, what makes them tend to shy away from radical change and to prefer instead an incremental approach? What does this mean for internationalization? Generally, we think that the closer our assumptions are to reality, the better the resulting model.

The field of international business (IB) was founded on a rich qualitative research legacyQualitative research methods are particularly well suited to rigorous theory development, which means both framing the study in terms of existing debates in the literature, as well as being explicit about what body of theory(ies) it is building upon, and why.

In a recent commentary published in this journal, Shaver raises the provocative question of whether we need more entry mode studies. After assessing the reasons for Shaver's doubts and further developing his broad research suggestions, we conclude that this question should be answered affirmatively. We derive three important questions for future entry mode research: (1) What determines the evolution of operations resulting from suboptimal mode choices? (2) What causes the replication of past mode choices? (3) How is the entry decision process structured? Focusing on these questions should assure a bright future for entry mode research.

This is a critical summary review of the debate about the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study in JIBS and other journals between November 2006 and the present issue. Several contributors did not realize that GLOBE used three essential constructs taken from my publications in a sense entirely different from mine: values, practices, and organizational culture. Not recognizing the ensuing confusion, they had no answer for the question in my 2006 review: what did GLOBE really measure? If you do not know what you are talking about, you can continue arguing for ever. Beyond the fuzziness of what is measured, the debate leaves us with an even more fundamental question: what is the use of the GLOBE dimensions?

Data equivalence refers to the extent to which the elements of a research design have the same meaning, and can be applied in the same way, in different cultural contexts. Failure to establish data equivalence in cross-cultural studies may bias empirical results and theoretical inferences. Although several authors have encouraged researchers to ensure high levels of data equivalence, no study has assessed the status of the field in relation to compliance with data equivalence standards. Accordingly, this study examines three aspects of data equivalence (construct equivalence, measurement equivalence, and data collection equivalence) within 167 studies that involve cross-cultural data published in the Journal of International Business Studies, Management International Review, Journal of World Business, Strategic Management Journal and the Academy of Management Journal from 1995 to 2005. The findings indicate that international business researchers report insufficient information in relation to data equivalence issues, thus limiting confidence in the findings of many cross-cultural studies. To enhance future research, a guideline for procedures for researchers to follow and report in establishing data equivalence is offered.

The Journal of International Business Studies ( JIBS ) is a journal with a high academic standing, and the leading journal in the field of international business (IB) research. It has become more open to new authors and to a wider range of IB scholarship. IB scholars study cross-border aspects of business activity. Some recent JIBS special issues have facilitated certain innovative new streams of IB research. Both the authors and the reviewers of the journal have become substantially more geographically diverse recently.

During lifting operations, the boom of large-tonnage all-terrain cranes bears quasi-static loads imposed by the structure weight and wind forces, and alternating cyclic loads caused by the departure, rotation, and landing of cargo. These factors give rise to localized fatigue failure of welded joints, thereby triggering engineering accidents. Current fatigue monitoring strategies mainly rely on historical data and simplified load spectra, which are insufficient to accurately capture the randomness and complexity in crane operations. This study proposes a new fatigue monitoring strategy that integrates real-time operational data with finite element (FE) modeling. The fatigue failure of the lattice jib section (LJS) of an all-terrain crane was investigated through bench testing and FE analysis to establish a fatigue lifetime reliability monitoring strategy for the lattice jib of all-terrain cranes. First, the static loading strain at specific positions, fatigue failure positions, fatigue life and characteristics of the fracture surface were obtained through the implementation of full-scale static load tests, fatigue tests, and fractographic investigation. Then, a refined solid element FE model of the LJS containing weld elements was established, and the hot spot stresses along the wall thickness direction at the weld toes were extracted for fatigue failure analysis. At last, by utilizing the Internet of Things crane operation data and simplified FE model of the entire crane, the fatigue load spectra for components were established, enabling the prediction of cumulative damage rate and potential fatigue failure locations in the crane lattice jib. The simulation method and lifetime monitoring strategy developed in this study can serve as a valuable reference for reliability assessment of crane.

The Journal of International Business Studies (JIBS) is a journal with a high academic standing, and the leading journal in the field of international business (IB) research. It has become more open to new authors and to a wider range of IB scholarship. IB scholars study cross-border aspects of business activity. Some recent JIBS special issues have facilitated certain innovative new streams of IB research. Both the authors and the reviewers of the journal have become substantially more geographically diverse recently.

Our article that has been awarded the 2004 Journal of International Business Studies Decade Award, 'Toward a Theory of International New Ventures', represents an integration of international business, entrepreneurship, and strategic management scholarship. This retrospective article explains the intellectual and personal origins of the work. In addition, it highlights the definitions of 'international new ventures' and 'international entrepreneurship'. Finally, in response to recent concerns about the importance of international business scholarship, the research discussed here stands as an example of the successful exportation of international business scholarship into adjacent disciplines.