Food proteins and polysaccharides are the two key structural entities in food materials. Generally, interactions between proteins and polysaccharides in aqueous media can lead to one- or two-phase systems, the latter being generally observed. In some cases of protein-polysaccharide net attraction, mainly mediated through electrostatic interactions, complex coacervation or associative phase separation occurs, giving rise to the formation of protein-polysaccharide complexes. Physicochemical factors such as pH, ionic strength, ratio of protein to polysaccharide, polysaccharide and protein charge, and molecular weight affect the formation and stability of such complexes. Additionally, the temperature and mechanical factors (pressure, shearing rate, and time) have an influence on phase separation and time stability of the system. The protein-polysaccharide complexes exhibit better functional properties than that of the proteins and polysaccharides alone. This improvement could be attributed to the simultaneous presence of the two biopolymers, as well as the structure of the complexes. Consequently, the interesting hydration (solubility, viscosity), structuration (aggregation, gelation) and surface (foaming, emulsifying) properties of these complexes can be used in a number of domains. Among others, these could be macromolecular purification, microencapsulation, food formulation (fat replacers, texturing agents), and synthesis of biomaterials (edible films, artificial grafts).

Acacia gum is a branched complex polysaccharide whose main chain consists of 1,3-linked beta-D-galactopyranosyl units. Acacia gum is defined as a heteropolysaccharide since it contains approximately 2% of a polypeptide. The major molecular fraction (F1) accounting for approximately 88% of the total acacia gum mass is an arabinogalactan peptide with a weight-average molecular weight of 2.86 x 10(5) g/mol. The molecular structure of F1 is actually unknown. From small angle neutron scattering experiments in charge screening conditions, F1 appeared to be a dispersion of two-dimensional structures with a radius of gyration of approximately 6.5 nm and an inner dense branched structure. Inverse Fourier transform of F1 scattering form factor revealed a disk-like morphology with a diameter of approximately 20 nm and a thickness below 2 nm. Ab initio calculations on the pair distance distribution function produced a porous oblate ellipsoid particle with a central intricated "network". Both transmission electron microscopy and atomic force microscopy confirm the thin disk model and structural dimensions. The model proposed is a breakthrough in the field of arabinogalactan-protein-type macromolecules. In particular, concerning the site of biosynthesis of these macromolecules, the structural dimensions found in this study would be in agreement with a phloem-mediated long-distance transport. In addition, the structure of F1 could also explain the low viscosity of acacia gum solutions, and its ability to self-assemble and to interact with proteins.

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However, although the dynamics of physical flows are currently moderate, globalization is not slowing down. On the contrary, many flows of data continuously move across borders and their volume has increased considerably. As a result, globalization is dematerializing and redefining itself with the faster pace of these information and data exchanges. In this context, digital technologies and platforms have been created to reach new markets, serving to resize the economics of crossborder business, notably by reducing costs, shortening transactions and increasing market knowledge through greater interactions. In other words, as outlined by Manyika and colleagues (2016), digital globalization is changing who is participating, how business is done across borders, how rapidly competition moves, and where the economic benefits are flowing.To date, research has clearly demonstrated that in order to make a difference in foreign markets, companies need to adopt an entrepreneurial orientation (EO) by being innovative, proactive, and risk-taking in their decisions. Because emerging technologies are creating more fluidity and nonlinearity in entrepreneurial processes

Numerous publications try to identify and test empirically the link between innovation and export to explain firms' competitiveness. But it seems that several ways of thinking coexist, without a real consensus. This article proposes a different approach, by considering innovation and export not in terms of impact of the one on the other, but rather as two complementary activities mobilizing common capabilities (resources, skills, knowledge). These common capabilities represent the capabilities that a company needs to mobilize as a priority to improve its performance regarding innovation as well as export. This article aims to identify the common spaces between innovation and export in terms of current practices within SMEs. Initially, the innovation and export practices were identified in the literature and through a set of interviews with business managers. Then an analysis of similarity put forward the common practices between the innovation and export processes. A data spatialization shows that the common practices concern at least: (1) network management, (2) consideration of the customer, (3) the acquisition of information, (4) skills management, (5) the capitalization of knowledge, (6) the global strategy, (7) the follow-up of the projects, (8) the intellectual property, and finally (9) the corporate culture.