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Purpose This paper aims to evaluate the past contributions of Multinational Business Review (MBR), identify research gaps and opportunities and provide a research agenda that addresses several sustainability-related and other contemporary challenges. Design/methodology/approach This study analyzes 400 papers published between 2003 and 2021 to map the MBR’s intellectual and conceptual structure using advanced bibliometric techniques. Findings The bibliographic coupling technique identifies core clusters in MBR papers, and subsequent content analysis of these clusters reveals the following five research fronts: internalization theory and the future of international business (IB) research; internationalization and firm performance; regionalization versus globalization debate; internationalization by emerging market firms; and global dynamic capabilities and firm internationalization. Originality/value To the best of the authors’ knowledge, this is the first comprehensive analysis of past contributions of MBR to research on IB and suggests a way for MBR to play a seminal role in addressing contemporary challenges in IB.

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The digital media software (DMS) industry is an important yet relatively underexplored industry in terms of dynamics, evolution, market potential and growth opportunities. Using Adobe as an exemplar, this case highlights the evolution of the DMS industry with a focus on Adobe’s key business segments, business model and business strategy – product diversification and inorganic expansion – specifically capturing Adobe’s response to changing market needs. Why Adobe made an important yet risky strategic decision to transition from the time-tested perpetual licence price model to a cloud and subscription-based pricing model is the primary focus of this case. We cover the contextual imperatives that caused this strategic shift and the repercussions of the strategic decision on Adobe’s overall performance and future growth trajectory. This case attempts to familiarize readers with the dynamics of the DMS industry and allow them to assess Adobe’s customer value proposition and business models by utilizing concepts and frameworks from the strategy, technological innovation and platform business domains.