Despite major policies surrounding economic integration among countries (e.g., the European Union [EU], North Atlantic Free Trade Area, and Mercosur), the theoretical and empirical research addressing the impact of such policies on various countries' entrepreneurial activities has yet to fully emerge. To address this issue, this paper draws on institutional, economic, and entrepreneurship literatures to examine if two specific economic integration mechanisms, namely market and currency commonality, increase cross-border venture capital flows made by participating nations in the EU. Findings suggest that broad scale economic integration policies do influence the extent of foreign venture capital investments made into other member countries.

Purpose -Regional economic integration has been a major area of research in the field of international economics and international trade, with little attention being paid to the impact of these economic collaborations on the organizational strategies of firms within the economically integrated regions. By building on the organization-environment relationship paradigm, this paper aims to address the impact of environmental changes associated with economic integration, market commonality and currency commonality, on the patterns and structures of strategic alliances within members of the economic community. Design/methodology/approach -Using mixed linear models, the study looks at changes associated with the integration of the European Union and their effects on international alliances within the integrated area and among the various member countries. Findings -The findings suggest that the emergence and the adoption of economic integration policies at the country level do impact the patterns and structures of strategic alliances practiced between member countries. Specifically, the adoption of common market policies among members of an economic community has implications on the pattern and structure of strategic collaborative relationships of firms within these member countries. Originality/value -While regional economic integrations have accelerated, theoretical and empirical research addressing their impact on multinational strategies has yet to catch up.

PurposeThe purpose of this paper is to examine the role of competitive memory that assists the new ventures to overcome challenges due to the liability of newness in the strategic adaptation stage.Design/methodology/approachThis is a conceptual paper. Through a critical literature review on new venture survival and organizational memory, the authors identified the possibility for new ventures to learn from other firms from organizational learning and resource-based perspectives.FindingsThe authors found that new ventures can acquire and analyze the existing rivals' strategic moves documented in multiple sources, such as published yearbook, financial report, media, etc., and develop their own strategies. New ventures can also benefit from the relatively high degree of organizational inertia of existing rivals.Practical implicationsNew venture survival and performance are substantially affected by the initial organizational learning and strategic decision-making. Applying the memory-inconsistent strategy (MIS), new ventures that lack competitive experiences can learn from their rivals by internalizing the rivals' competitive memory as strategic resources and utilizing such resources to develop a competitive strategy.Originality/valueNew venture research in competitive markets focuses on the challenges and difficulties due to the lack of experiences, neglecting the fact that new ventures can learn from competitive memories of existing rivals. However, the lack of competitive experiences also means a lower degree of organizational inertia and other strategic commitments. The authors introduce the MIS and suggest that new ventures can benefit from strategic flexibility and create a temporary competitive advantage by surprising existing firms.

This study assesses the past decade in the GIM domain, based on Journal of Global Information Management (JGIM) research findings. Based on the issues addressed by these articles, the authors develop 11 topical categories and discuss each in terms of the accumulation of knowledge contributed by these findings. The authors also discuss for each topic possible extension and further understanding based on related research in international business. In consideration of the topics of these articles, a large number simultaneously addressing multiple topics and potential of explicitly linking these topics in future research are discussed. Additionally, the authors update prior quantitative analysis considering JGIM citations of key international business scholars, evolution of research methods, and levels of scope and analysis in these articles. Finally, the authors indicate gaps in the body of research within categories, when categories are considered in relationships, and when looking further from the perspective of recent IB research.

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