Purpose -The purpose of this article is to compare past and current experience of exhibition activities in the UAE in general and in Dubai in particular, to identify the major hurdles and obstacles which had arrested the advancement of this sector, and to benchmark this activity vis-à -vis Dubai's main competitors both nationally and internationally. Design/methodology/approach -For each of four selected exhibitions, a systematic random sample of 1,000 visitors was selected. The data were collected via structured face-to-face interviews using a standard questionnaire on the four sites. In addition, a random sample of 100 exhibitors was selected for each of the four exhibitions. The data were collected via structured face-to-face interviews using a standard questionnaire on the four sites. Several in-depth interviews with the staff of the exhibition's organizers representing the different exhibitions under study were carried out before, during and/or after the events to help identify the challenges and opportunities. Findings -The exhibition value chain can be improved in several key activities. Several important strengths and weaknesses have been identified for the Dubai exhibition industry. The best practice of facilities in Paris offers Dubai the best model for increasing sustainable competitiveness. The key for the Dubai exhibition industry is differentiating the city from the competition and value innovation in the exhibition value chain. Research limitations/implications -Dubai is a rapidly expanding city, making growth in attraction difficult to predict. Practical implications -Recommendations are developed to improve Dubai exhibition facilities. Originality/value -The paper provides analysis of a growing industry in a high growth diversifying economy.

᭹ This paper outlines the changes which have occurred in the business environment for UK defence manufacturers over the last 10 years. It highlights how the opening up of the UK market to foreign competition has compelled UK firms to become more aggressive on the export market. ᭹ UK firms have responded by increasing their use of cross-border strategic alliances as a means of accessing emerging markets as well as acquiring technology and sharing costs with firms from the USA and Europe.᭹ Specifically the paper analyses and discusses the drivers of change and restructuring within the industry; the characteristics of UK firms using cross-border strategic alliances; the characteristics of alliance structures and partners; the motives for forming alliances and the relationship between the buyer and suppliers.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate differences in decision-making processes between UK and non-UK managers in the defence manufacturing industry. Design/methodology/approach -A pilot study was conducted with a small number of firms in Yorkshire, UK. A large-scale survey was conducted of 250 firms in the UK. The response rate was 60 per cent. Findings -Decision making is kept team-orientated in larger firms with decision making autonomy in place for each team. The research demonstrates that leading firms drive best practice and best practice research disseminates globally through industry-academic collaboration. Practical implications -Alliances with leading firms will lead to the evolution of team-based, programme structured decision making in UK-non-UK strategic alliances. Originality/value -Global managers learn from the experiences of team-based programme structured decision makers. (PT) senior management in foreign partnerships meeting more frequently (H3 is supported). Communication in defence manufacturing alliances decision making is improved by middle management in foreign partnerships meeting more frequently (H4 is supported - Table VI).Communication in defence manufacturing alliances is improved by operating level supervisors in foreign partnerships meeting more frequently (H5 is supported). Senior management meeting more frequently would greatly improve the quality of communication and lower frustration.Supervisory level communication would decrease misunderstanding over technical specifications. The research findings recommend a return to human-centred communication in the defence industry. The research supports more supervisory operating level communication between partners supports.Where the state has an ownership in the defence industry, internal communication is more bureaucratic and slower. In some countries, lateral communication is slower because of the national culture. Meetings with Arab executives are longer. Teams from Arab countries, as well as countries such as France, communicate within a school of etiquette demanding that members of their own team, especially the lead person, are not embarrassed. This may happen by indicating somethi...

᭹ Blue Ocean strategy emphasizes revisiting the value added of various activities in the value chain. Key activities should have added value whilst other activities should have reduced value. Some activities should be eliminated and new activities should be introduced. ᭹ Non-customers should be targeted through innovation and change in strategy rather than competing head-on with direct competitors. In the UAE, new businesses are starting in a high-growth economy and new strategies are being implemented by small and medium-sized enterprises and multinational enterprises. ᭹ This paper investigates approaches to a Blue Ocean strategic formulation and implementation by both the SME and MNE sectors and analyses key differences between the fi rms of different sizes. The sample is taken from the cities of Abu Dhabi and Dubai.

PurposeThe purpose of this paper is to investigate the problems which occur for European defence manufacturers in cross‐border strategic alliances.Design/methodology/approachThe survey uses a large‐scale questionnaire to collect data from a sample of firms from four European defence manufacturing countries and identifies those countries outside Europe with which the firms are forming alliances.FindingsThis paper finds that the degree of problems differs for firms from different countries.Research limitations/implicationsThe paper is limited in that it does not collect data from partner firms outside Europe. The paper aims to identify differences which exist between the firms' experiences with alliances.Originality/valueThe paper is important as its shows that some firms from different European countries experience more problems in certain key areas in cross‐border strategic alliances than others.