This paper addresses two questions through a study of 180 SMEs located in contrasting industry and home country contexts. First, which business models for international markets prevail among SMEs and do they configure into different types? Second, which factors predict the international business models that SMEs follow? Three distinct international business models (traditional market-adaptive, technology-exploiter, and ambidextrous explorer) are found among the SMEs studied. The likelihood of SMEs adopting one business model rather than another is to a high degree predictable with reference to a small set of factors: industry, level of home economy development, and decision-maker international experience.

This paper contributes to a multidimensional perspective on the speed of SME internationalization. It examines the influence of entrepreneurial characteristicsexperience, rationales and innovation strategieson multiple dimensions of internationalization speed. Findings from a sample of 180 SMEs show that earliness, speed of deepening, and speed of geographic diversification can be viewed as three different strategic alternatives and that each dimension is predicted by a different set of entrepreneurial antecedents. Earliness of internationalization is associated with entrepreneurs' international business experience and their perception of opportunities abroad as well as preference for an innovation strategy characterized by ambidextrous innovation. Speed of deepening is related to entrepreneurs' international business experience, their orientation towards differentiation vis-à-vis competitors, and commitment to innovation and a strategy focusing on exploration. These results indicate the importance of distinguishing between different forms of innovation. Speed of geographic diversification is predicted only by entrepreneurs' orientation towards differentiation vis-à-vis competitors.

Summary. Neo-liberalism may intensify competition, not only between, but also within cities, as local authorities collaborate with commercial and third-sector organisations to nurture emerging visitor economies. This article considers reimaging strategies that trade upon features of the place-product that include ethnic cuisine, street markets and festivals, set against the backdrop of an exoticised urban landscape. Through longitudinal case studies of two multicultural districts in east London, the authors examine the public policy rationale for their selection and redefinition as new destinations for leisure and tourism, identifying the key agents of change and the range of techniques used to market ethnic and cultural difference. This leads to a critical discussion of the issues arising for urban governance and the reconciliation of their role as social and commercial hubs for minority groups, with the accommodation of high-spending leisure consumers from the dominant culture and, in some cases, international tourists.

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This paper extends current understanding of organizational temporariness. The life of a temporary British trade union branch established to recruit Eastern European migrant workers reveals ‘precarious temporariness’, which is less predictable than the ‘planned temporariness’ typically portrayed in the literature. This different type of temporariness was associated with four key contingencies affecting the branch: dispersed governance; bottom‐up initiatives; uncertain resourcing; and an effectuation logic. Analysis of the case extends existing understanding of organizational temporariness and points to an extension of existing theorizing by highlighting the contingent nature of temporariness. The broader managerial implication of the findings is that, for projects facing contingencies of the kind studied, the conventional linear approach of target setting and performance management will be less effective than an ongoing process of communication and consultation.