The expansion of advanced-market economy ( AME ) fi rms into emerging-market economies ( EME ) is well documented. In recent decades, EME companies have moved increasingly into AMEs , especially within the manufacturing sector, as well as other important AME sectors such as higher education ( HE ).However, the latter have received less attention. This study conducts an in-depth qualitative analysis of two EME HE organizations operating in the international HE sector in London. The argument applies a theoretical framework of organizational ambidexterity with which to examine the contexts and complexities in collaborations between EME-HE and AME-HE fi rms. These argument surfaces, inter alia: differing dynamics in relation to institutional frameworks and sense making; myopic internationalization; tensions regarding organizational reputation, place, partner, and product legitimization; unfulfi lled reverse innovation and "explorative-pull" phenomena. Overall, the article develops novel conceptual frameworks of practical relevance, which inform EME-AME fi rm collaborative operations in AME settings.

This paper examines the growth-orientation effects of specific entrepreneurial expertise in an emerging economy. It draws on face-to-face interviews with entrepreneurs of young high-tech small and medium-sized enterprises in the Chinese provinces of Guangdong and Guangxi. Using four measures of firm-level performance – that is, employment, profitability, sales turnover and internationalization – the findings show that different types of entrepreneurial teams have different growth intentions depending on the strengths of the team members. The ‘mixed’ type of team optimized performance in general and employment growth in particular, while ‘technology entrepreneurial’ teams were more profit-oriented, and ‘business practice entrepreneurial’ teams were more export-oriented.

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