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Dumping is a permanent feature of marketing strategies of numerous firms aiming to increase their market share, to optimise the volume of their production or to maximise profits through price discrimination. Anti‐dumping complaints are increasingly resorted to as a defensive tool to stop the challengers. A brief summary of the basic issues involved is offered and relates them to marketing concerns in export operations. Considers the essential mechanics of anti‐dumping actions and shows how they are used to gain a strategic advantage. Discusses the elements of the export marketing mix which should be subjected to self‐restraint to minimise the threat of anti‐dumping accusations. Concludes by presenting a number of the marketing options that are at the disposal of a dynamic exporter to move potential antagonists in the area of anti‐dumping closer to a co‐operative partnership.

In an ongoing process of globalization and technology improvements and due to an increase in worldwide actors in the economic sector, commercial diplomacy is an important tool for countries to support their business community during the internationalization process and afterwards. Nevertheless, commercial diplomacy literature is still in its infancy. Therefore, this chapter reviews existing research on the topic and develops a framework, which integrates the topics examined so far and provides the reader with a more complete picture of the topic at hand.

By means of a literature review, this chapter shows that the body of literature involving research of both disciplines, International Relations and International Management, is still rather limited. As a consequence, we determine a future research agenda and call for more empirical studies, especially in the field of (political) economy.

The paper aims to research the mechanics of voluntary export restraints (VERs). It first develops a comprehensive VER research agenda, subsequently covering a 1991 VER between the European Union (EU) and Japan that established “voluntary” quotas on Japanese cars until 1999.

Reflecting gaps in research, an overall VER research agenda is set up. Then, referring to the only source providing ex ante hypotheses on the specific EU/Japan VER, those hypotheses by Preusse are checked against available ex post data at the time of writing in 2002.

First, Japan has not exhausted any of its yearly quotas during and even accepted a cut of quota in some years – an outcome only partly influenced by lower than expected market growth in the relevant period. Then, the competitive power of the Japanese producers appears overestimated, while the European capability to catch up was underestimated. Potential “escape routes” such as transplants and third‐country imports fell short of estimations – providing no particular support for Preusse's efficiency effect hypothesis and competitive effect hypothesis.

Typical research limitations such as data source availability and actor accessibility notwithstanding, it is shown that the product upgrading effect often associated with VERs may happen independently of such agreements.

This first results‐based, hypothesis‐driven exploration of particular VER mechanisms supports the authors’ call for a dual, actor‐driven and multi‐disciplinary VER research approach. It holds promise for the potential avenues for related research.

The stereotypical assumptions of what it means to be hegemonically masculine and to be a leader are aligned in current society, potentially creating role incongruity for anyone who does not fit into this definition. The purpose of this study is to investigate whether masculine and feminine leadership traits of men and women hospitality managers affect employees’ intention to trust leaders and organizational attractiveness.

Explanatory mixed methods were used. First, two experiments (Study 1 = woman manager, n = 137; Study 2 = man manager, n = 117) were conducted with current hospitality employees to test the interaction of masculine versus feminine enactment and the leadership gender composition (3%, 23% or 53% women) on organizational attractiveness and intent to trust the leader. Results did not align with the theories; therefore, three focus groups were held with 13 current hospitality employees.

Results indicate a shift toward the preference for communal (feminine) characteristics in hospitality leadership with a balance of masculine traits.

The influence of managers’ gender-related behaviors on trust and organizational attractiveness goes beyond their physical gender traits, indicating that gender plays a more crucial role than previously understood.

By using role congruity theory and hegemonic masculinity, this study offers a nuanced understanding of masculine and feminine gender enactment and broadens leadership theory by including the perspectives of nonhegemonic men and assertive women.