Business is dynamic and rapidly changing. Global markets were previously the playing field of multinational corporations (MNCs), while small and medium enterprises (SMEs) were local; however, the removal of imposed barriers and recent technological advances in manufacturing, transportation, and communications have indorsed SMEs and international entrepreneurs (IEs) global access. SMEs and IEs are increasingly fueling economic growth and innovation, and these trends are presenting both opportunities and challenges to both MNCs and SMEs in the global arena. This review systematically examines comparative SME and IE research, analyzing (after fine-tuning) 762 articles published in leading journals from 1992 to September 2018. Our bibliometric and systematic review classifies SME and IE research findings into three echelons: (i) subjects, (ii) theories, and (iii) methods.

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Distinct to expatriate managers at the subsidiary-level, inpatriate managers' influence at the headquarter (HQ)-level is controlled by the extent to which an inpatriate manager is able to 'win' status from HQ personnel. The primary goal of the paper is to conceptualize how organizational support, in the form of global talent management (GTM) practices, can alleviate inpatriates' difficulties in building social capital at HQ. Building social capital at HQ is vital for inpatriates to attain status in order to build the inter-unit social capital that enables them to pursue their boundary-spanning role across HQs and subsidiaries. Status inconsistency theory is put forward to recognize the personal, professional and structural incongruence of events and activities at HQ carried out with respect to inpatriates. We argue that inpatriate managers become empowered at HQ only when social capital is accumulated whereby social capital is driven by an acknowledgment of inpatriates as a legitimate staffing option. The relationship between GTM practices and social capital building needs to be managed properly by inpatriates themselves as well as by the organization. A future research agenda helping to build social capital of inpatriates through GTM infrastructure is discussed and propositions are offered throughout.

Purpose The purpose of this study is to map the intellectual structure of conflict management studies by investigating the key themes, concepts and their relationships for the period 2007-2017. The study updates the previous decade (1997-2006) investigation by Ma et al. (2008) to reflect the increased publication efforts in the field. Design/methodology/approach Bibliometric analysis was used to trace the development path of the extant literature. The study included activity indicators such as distribution of articles and most-cited journals; relationship indicators such as co-author analysis and keyword analysis; and the mapping of the theoretical foundations. Findings The analysis identified five key themes that help track the direction of conflict management research: negotiation, mediation, trust, conflict management styles and performance. Originality/value These themes show a wider diversification of topics in the field than in the past, corroborating previous results about the reputation and maturity of conflict management as an independent scientific field of research. This study will help scholars to improve their understanding of the evolution of conflict management studies and the direction that conflict management research is taking, in particular, identifying available avenues for future research.

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