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Economic development of a nation depends on the growth and development of its economic entities such as business organizations. In order for an organization to succeed and grow, it has to maintain a technological edge in this competitive global business environment. This can be accomplished either through technological innovation or through technological acquisition and adaptation. The innovated or acquired technology is then transferred to different units of the organization, located at different geographical locations. These transfer, implementation, and use phenomena are crucial for total organizational success and growth.

Many scholars have discussed Asia's prospects as a major player in the world economy as we enter the next millennium. The speed of economic growth in East Asia has conjured up a range of resonant descriptions, from national ‘Tigers’ to regional ‘Miracles’ and the imminent ‘Pacific century’ (Fitzgerald, 1994). Since the World Bank published the East Asian Economic Miracle (1993), there has been a spate of publications all referring to the high growth rates witnessed in a growing number of Asian economies and forecasting that a several of them will be new economic tigers as we enter the 21st century.

With increasing interest in overseas business expansion, particularly in the Asia‐Pacific region, expatriate management, including repatriation readjustmenst, has become a critical international human resource development (HRD) issue for multinational enterprises (MNEs). This empirical study therefore aims to investigate the use of HRD interventions relating to training and development for effective readjustment of international managers on repatriation.

The data were collected through a field survey conducted on repatriation experience of international managers from more than five countries, who are working in Singapore.

The study provides valuable insights about repatriation training programmes, training contents, programme duration, delivery modes, and providers of effective training programmes.

HRD professionals and senior executives of MNEs will benefit from the findings of this study in making decisions on effective design and implementation of training and career development programmes.

The findings have significant implications for career development of managers involved in international business operations.

This paper discusses readjustment problems of the repatriating managers and suggests how realistic HRD programmes, mainly based on training, can be developed and implemented for retaining international managers. These findings from the dynamic region of Asia will also help in developing appropriate career development programmes.

The purpose of this paper is to show that globalisation (or de-regionalisation) in the wine business is entering a new phase in which grape production, wine production and wine exports are increasingly decoupled. In order to illustrate the case, the authors present Lithuania, compared to Romania, as a case study.

The authors tested the hypothesis that grape production and wine trade are increasingly decoupling. Based on the notion that transformation countries act as an avant-garde where new developments show first, the authors use Central and Eastern Europe as a case in point. The authors apply a mixed and a fixed effects model, where self-sufficiency in grapes explains wine exports to a reducing degree.

In the descriptive part the authors demonstrate how Lithuania, since EU accession, has become a major hub for wine trade, importing from the main export countries, and exporting mostly to Russia. In the multivariate section, it can then be shown that this decoupling between grape production and wine exports is a significant development in international terms.

The division of labour in wine trade has entered a new phase where wine production and wine marketing are decoupled. If extrapolated into the future, this may indicate that in the future world market, grape production and wine production may also decouple.

The paper has traced a new and un-described phenomenon on the global wine market. It shows that the division of labour is still advancing.