The primary objective of this study is to examine whether the CEO's cash compensation is influenced by the firm's performance or whether the inverse relationship exists, where the CEO's bonus rather has a positive effect on company performance. The study includes an examination of firms listed on six emerging countries financial markets, and includes separate statistical tests on firms of different sizes and different industry sector. The findings of the study demonstrate that there is no relationship between CEO cash compensation and performance among the firms included in this study. Notwithstanding, some other incentive variables have been found as important performance boosters among companies in certain sectors. This study has been able to establish that some theories of incentive contracts hold true among firms of certain sizes as well as among firms from certain industries.

In this study, managerial capabilities: management capacity or size; management expertise; and management process were quantitatively analyzed through longitudinal methodology to ascertain their importance as one of the key driving forces or factors of firm's international operations. The objective is to examine whether there is a significant relationship between these factors and the firm's degree of internationalization. The study is based on a sample of 500 low, medium and highly-internationalized non-SMEs and SMEs from five developing countries. The results indicate that there is a significant difference in the managerial capabilities of SMEs and non-SMEs at all levels of internationalization. For example, management capacity (size) of SMEs was significantly less than their non-SMEs counterparts at the moderate and high levels of internationalization. SMEs were significantly less likely to employ a qualified managers (expertise) or uses professional training at the low, moderate and high levels of internationalization when compared to non-SMEs. SMEs were also found to be significantly less likely to develop management process, (international expansion, export and strategic plans, TQM, JIT, QA) when compared to non-SMEs. Overall, the study results suggest that compared to non-SMEs, SMEs grow internationally with less managerial capability.

A broad range of literature available discusses the activities to prepare managers for becoming cross-culturally competent. In keeping up with the increased emphasis of cultural competences in the international business management, the major question is, what kind of cross cultural competencies would make firm managers better to respond to the whole range of challenges that globalization offers?. Consequently, this paper has reviewed the concept of culture in the literature through discourse analysis and found that in the field of international business management, the concept of cross-cultural competence is still viewed as the skill or ability of providing effective cross-cultural interactions and the ability of the business to function effectively in different culture environment. Discourse analysis is a qualitative research approach that offers the potential to challenge our thinking about the reality of culture in any social settings.

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Small and medium-sized enterprises (SMEs) internationalization and entrepreneurial orientation constructs have dominated the entrepreneurship research domain. However, scanty research has made any attempt to empirically understand how entrepreneurial orientation (EO) of CEOs and senior managers of SMEs could influence their internationalization process. This study has addressed that gap by exploring the influences of EO on SMEs internationalization. Qualitative data was collected from eight CEOs and twenty-three senior managers from eight SMEs in four developing markets. Pattern-matching strategy is used to analyze the data by comparing several pieces of information from the CEOs and senior managers to theoretical propositions. The result of this study indicate that entrepreneurial orientation of CEOs and senior managers play a significant role in enhancing the ability of the SMEs to be competitive, innovative, and risk-takers, thus preparing the firms to be more proactive toward international business.