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As globalization increasingly affects the university sector around the world, there is a great advantage being placed on those universities that can respond timely and flexibly with appropriate innovation and internationalization strategies. The purpose of this paper is to review the literature of strategic aspects of innovation and internationalization in higher education. Based upon the premises of the Salford Prime Minister's Initiative 2 (PMI2) project, this paper aims to develop a theoretical framework which demonstrates how various objectives of innovation and internationalization can be translated and achieved in a learning organization context.

Theoretical analysis supported by empirical experiences. The paper explores the ideas and links between globalization and innovation/internationalization in higher education. The main concern of the paper is the implementation strategy of innovation and internationalization rather than the concepts and process of innovation and internationalization in higher education.

With examination of the impact of globalization upon higher education and strategic aspects of innovation and internationalization, this paper focuses on the implementation of innovation and internationalization and how to translate the overall institutional strategy into managed objectives. Organizational learning not only asserts and promotes organizational outcome and improved performance but also plays a significant role in achieving innovation and internationalization, e.g. staff engagement, staff motivation, empowerment, leadership and configuration. Furthermore, the paper identifies a number of strategic elements which are crucial to the successful implementation strategy of innovation and internationalization. The paper is based on the Salford PMI2 project and how various objectives were implemented which demonstrates the significance of collaboration in higher education between China and the UK.

Based on a comprehensive examination of the theoretical elements on innovation and internationalization and critical analysis of the Salford PMI2 project, adapting a typology of learning organizational framework, this study emphasizes the significance of incorporating both cultural and organizational learning factors. The paper develops a theoretical framework which enables policy makers and decision makers to make appropriate arrangements in designing international development strategy. Furthermore, the paper addresses the appropriateness and effectiveness of knowledge transfer, individual and organizational learning during the implementation of the internationalization strategy.

This paper sets out to review the literature of technology strategy, competitive advantage and sustainability of international business, in particular, the contribution that the enactment of technology strategy can make toward the effective implementation of business sustainability in the post-recession. It examines what kind of role technology strategy plays in Chinese business and how business sustainability could be leveraged through the implementation of appropriate technology strategy. This paper attempts to address various crucial issues in the establishment of a proper technology strategy for the sustainability of the business in the global market place based upon case study of five vanguard Chinese companies.

This exploratory study primarily adapts a qualitative multiple-case-study method which attempts to understand how Chinese firms perceive the role of technology strategy in their business, to capture the practical terms and concepts underpinning technology strategy and sustainability, and to allow us to have an analysis of the relationship between technology strategy and sustainability of business. Finally, ten propositions concerning “technology strategy and sustainability of business” are to be developed and verified along the theoretical development of the paper and examination of five cases. The nature of the study results that the paper applies qualitative method with a multiple-case-study approach, including Geely, Haier, TCL, Huawei and Lenovo.

This paper addresses the crucial issues – management of technology as basic function in international business and the close relationship between technology strategy and business sustainability. It showcases the Chinese business paradigm from “imitation to innovation” of how Chinese hi-tech firms built their core competence. This study provides fresh insights for multinational companies in creating competitive advantage through designing an appropriate technology strategy.

Theoretically this research fills the gap of an area of technology management which has been rarely touched. This will have strong implication not only to Chinese companies but also non-Chinese multinational companies.

This paper aims to address the mechanisms of, and barriers to, knowledge transfer between Australia and China in the tertiary sector.

Individual focused interviews are conducted with one Chinese and ten Australian senior academics engaged in supervisory roles at all levels of knowledge transfer. Content and sociolinguistics analysis is conducted on the questions: How is knowledge transferred between key academic/research staff? What is the potential for commercialization of research findings between Australia and China? What role does information and communication technology (ICT) play in knowledge transfer?

Knowledge transfer between Chinese and Australian universities consists of research partnerships, collective publications, and joint degree programs. One‐way transfer of knowledge from Australia to China, rather than the desired reciprocal transfer of knowledge, appears to be most common. Barriers to bi‐directional knowledge sharing include misunderstandings surround intellectual property and cultural differences, which undermine trust between China and Australia. The participants overwhelmingly hold optimistic views about the potential of commercialization of research findings between China and Australia and report that ICT enhances communications assisted in successful knowledge transfer. However, ICT is reported to be under‐utilized because of unequal access to hardware and broadband in China as well as blocking and censorship of communication by China.

This paper contributes to the discourse on international, intercultural and bi‐directional knowledge transfer in the tertiary sector and has implications for enhanced academic and research excellence between China and Australia. Moreover, insight into the mechanisms of successful knowledge transfer may be applicable to improve knowledge transfer between Australia and other countries.

This editorial aims to review various theoretical frameworks in measuring firm competences, including marketing competences, strategic flexibility, innovation capacity building of organizations and attempts to propose a conceptual framework to benchmark and rank the Chinese firms in terms of competitiveness.

An overview and conceptual paper based on observations and research experience. Drawing on the prevalent theoretical models of building up competitiveness and reports from well established research centres, government and international associations worldwide, this paper presents a strategic framework for evaluating and measuring firm competitiveness in China.

The paper stresses the importance of keeping‐up with the fast pace of technological change and the emerging new global paradigms of the business environment. It addresses the development trajectory and the way through which firms can contribute to capacity building and the creation of competitive advantage in facing the pressing challenges of globalization. It aims to establish the potential indicators of competitiveness by analysing the theoretic elements and the microeconomic business environment.

This paper presents the crucial tenets of the strategic framework of developing firm competitiveness, which include: creation of core competence, establishment of competitiveness index and competitiveness rankings. These are closely linked with the development of corporate strategy, marketing strategy and technology and innovation strategy within firms. These core features will have strong implication to Chinese and foreign enterprises and provide an invaluable instrument for firms to enhance their performance through benchmarking and evaluating their current competitive position and determine new strategies to create competitiveness.

This paper reviews the framework of the management of technology (MOT) field and examines some application cases of technological development and innovation in China. It addresses various crucial issues necessary in the establishment of infrastructure, strategies, mechanisms and systems of technology management in China. It draws upon knowledge acquired from the US experience in this field for the past two decades.

An overview and conceptual paper based on observations and research experience.

This paper stresses the importance of keeping‐up with the fast pace of technological change and the emerging new global paradigms of the business environment. MOT is an important strategic instrument to improve competitiveness and create prosperity in countries that effectively apply it. The paper draws upon the experience of the US in MOT over the past two decades and projects what may be needed for China to continue its development and economic growth in the future. There is a need for appropriate infrastructures, strategies and mechanism to be established in order to support the diffusion of MOT principles throughout China. Educational institutions offering business and engineering education need to introduce MOT curricula following the US model or develop a new model shaped by the Chinese culture.

This paper presents the crucial tenets of technology management and provides some observations and insights on technology transfer, technology strategy and innovation process in China today. It suggests critical areas that decision makers in government agencies, enterprises and international funding agencies need to address with respect to MOT in China. Understanding the existing gaps in the process of technology management will assist in implementing more sustainable arrangement for successful technology transfer and development.

“China phenomena” is changing the knowledge balance of the world. Many countries, in particular, Western countries, are carefully following the development and change of China's technology system and innovation policy. After turning itself into the world's manufacturing powerhouse, China aims to be an innovation‐oriented country. The purpose of this paper is to list some of the key factors which favor or hinder China's efforts to build an innovative economy.

The paper lists some of the key factors, which favor or hinder China's efforts to build an innovation‐oriented country. The factors identified are summarized from a literature review on studies about China's efforts to build innovation capabilities.

The paper finds that three key factors favor China's efforts to build an innovation‐oriented country, including escalating R&D spending, the upgrading of technological capabilities and global linkages. Four central challenges are facing China, such as how to build human resources, innovative cultures and incentive systems appropriate for innovation and how to strength intellectual property rights protection.

Today, China is, by and large, a follower rather than an innovator in technology. The question whether China will become a real innovative economy in the next 13 years is hard to answer. This paper lists some of the key factors which favor or hinder China's effort to build an innovation‐oriented economy, all of which should be of interest to China's scholars, government officials and practicing managers.