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Many U.S. companies fear investing in Third World countries because of the political risk associated with such ventures. Recent events in Iran, Nicaragua, El Salvador, the Philippines and others have under scored such concerns, making U.S. businesses reluctant to participate in some of the fastest growing markets in the Third World. Such political risks need not be so worrisome ‐ many U.S. business people remain unaware of how the Overseas Private Investment Corporation can substantially reduce risks by insuring companies against such uncertainties. This paper discusses the ways through which OPIC can alleviate political risk and compares OPIC’s insurance with the programs of private political risk insurers.

The days of effortless profits for Saudi firms and for companies in the Gulf region are over. The current status of purchasing efficacy in Saudi Arabia is examined at a time when the economies of the Gulf countries are going through a critical transformation. A survey undertaken in Saudi Arabia is described, its results presented, and its findings and their implications discussed.

More competitive now than a few years ago, the Saudi Arabian market has changed considerably into one marked by more vigorous advertising. Advertising content and regulation in this influential, conservative Middle East country is discussed. The commentary emphasises that since religion has such a pervasive and abiding influence, it is imperative that advertising should be compatible with religious standards. In addition, advertising should be sensitive to other cultural norms and responsive to changing governmental priorities.

This article reports the results of a survey which compared Saudi and expatriate managers on organisational commitment, job satisfaction and work values. Saudi and expatriate managers were found to be similar in their commitment to their organisations and in their work values; but some difference was observed in the job satisfaction levels. Implications of these findings are discussed and directions for future research are offered.

Foreign trade zone (FTZ) usage in the United States has increased substantially in this decade. This paper discusses the major reasons for that increase, which include a favourable regulatory climate, growing awareness of the competitive benefits of operating within a zone, and community interest in promoting zones as an incentive to attract investment. Examined here are developments in the Mid‐American region, which reflect national trends. In Indiana, illinois, Ohio and Michigan there is considerable interest in general purpose zones, but so far business use has been limited. The major activity is occuring in subzones in individual manufacturing plants, and this is likely to continue in the region as well as nationally.

The purpose of this paper is to provide a systematic framework for guidance to developing countries in promoting competitive capabilities in targeted sectors.

This is a conceptual paper that incorporates experiences culled from the literature on national sectoral development (call centers).

Many businesses today are dissecting their value chains and outsourcing functional activities offshore. Beginning in the 1990s, developing countries tried to attract manufacturing (sub) activities such as assembly. More recently, in a deeply interconnected business world, developing nations are fostering sectoral development through a process of attracting offshore activities other than manufacturing to their shores.

Many developing countries are searching for ways to emulate the success of countries such as India to spur economic development. A framework for developing national sectoral competitiveness can benefit policymakers in the public and private sectors by outlining a path toward further economic development.

The paper makes an original contribution by presenting a synthetic framework delineating the steps towards building competitive sectoral capabilities and discussing all aspects of the framework.

The growing professionalization of Malaysian industry over the past three decades, and the need for skilled business talent, have led to an increased demand for business education. This paper aims to examine how institutions in Malaysia have responded to this need.

This is a case study that synthesizes and organizes institutional experiences in delivering business education in Malaysia.

Malaysian academic institutions have responded to the demand for business education through a process modeled by the authors as a “cycle of business education” (CBE). The authors discuss institutional developments and competitive marketing strategies directed toward target markets during the five stages of the CBE.

The Malaysian experience in meeting business education needs can provide valuable guidance to educators and policy makers, among others, in developing countries engaged in similar initiatives. These countries can benefit from understanding more about institutional practices as well as from the problems that surfaced during the Malaysian CBE.

The paper makes an original contribution first by delineating and discussing the five stages of the cycle of business education (CBE), including institutional developments. Next it systematically articulates various components of the marketing strategies institutions use to deliver business education. Finally, recommendations are offered to improve the institutional provision and marketing of business education.

Suggests that traditional approaches to the segmentation of international markets cluster countries according to discrete environmental macro factors. Instead, international markets need to be viewed on a continuum rather than as being entirely similar or dissimilar. Posits that the level of convenience demanded in products and services by consumers worldwide represents such a continuum. A cross‐cultural measure of convenience orientation can be adequately expressed in terms of two human dimensions: a time‐saving orientation and a comfort orientation. When used in conjunction with economic measures of affluence, a convenience orientation can serve as an effective international market segmentation variable. A convenience‐oriented framework is developed to help marketers identify global marketing opportunities and design appropriate strategies to reach consumers at various points on the convenience continuum.

This paper aims to describe a planning and implementation model for privatizing state‐owned enterprises (SOEs) in developing countries.

The privatization model, developed within the context of selection, transition, and sustainability phases, identifies certain SOEs and how they transition into privatized firms that are socially responsible and contribute to economic development. Illustrative examples and cases drawn from the Pakistani privatization experience demonstrate how the model applies various frameworks.

The active support of key stakeholders is essential for privatization in developing countries to succeed. Targeted marketing strategies, together with financial considerations and public sector initiatives and oversight, can bolster successful implementation of privatization objectives and initiatives.

Privatization of failed or poorly performing SOEs into viable private sector firms can improve market efficiencies, reduce government deficits, offer better service alternatives, meet public service expectations, and promote economic development. Privatization also improves resource use and fosters collaboration between the public and private sectors.

The paper fills a literature gap by presenting an inclusive model that incorporates both public and private sector influences and considerations in the planning and implementation phases of privatization. It highlights the critical role of marketing in achieving success with private and public partnership initiatives.

The authors explore the nature of commitment, job satisfaction and job characteristics, and the nature of the interrelationships among these variables concerning expatriate employees in Saudi Arabia. An examination of a sample of 504 expatriate employees reveals that these employees are, by and large, indifferent with respect to their perceptions of commitment, job satisfaction, and job characteristics. In addition, the results provide strong support for (1) the influence of job satisfaction on commitment, (2) the influence of job variety on commitment, and (3) the influence of job autonomy, identity, and feedback on job satisfaction.