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The ®elds of strategic management and crisis management have been evolving separately despite their potential for synergistic integration. This paper explicates how adding crisis management's defensive/preventative capability to strategic management's oensive market positioning orientation can yield a more comprehensive approach to the strategic management of organizations. The traditional strategic management process is reviewed ®rst and then analysed with respect to the gap that exists in this orientation. Examining the dierences and similarities in perspectives between strategic management and crisis management and then reviewing the crisis management process provides a basis to proceed with a synthesis of the two ®elds. The paper concludes with the presentation of a new integrated strategic management process model that pushes forward the boundaries of strategic management and internalizes crisis management activities into that process.

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About a decade ago positive predictions were made regarding the international growth of franchising. This study was undertaken to examine the actual growth and development of franchising globally during the nineties. Using survey and archival data findings regarding the state of franchising in 40 countries are presented. Franchising has met or exceeded the growth expectations, generating an average of $3.7 billion in annual sales in the nations investigated. However, considerable regional differences in franchising activities do exist. The business sectors experiencing the most franchising growth are retail and restaurants. Franchising firms tend to export their business formats to neighboring countries or to countries with similar cultural characteristics. Operational concerns regarding legal and social issues across borders are also examined. Implications for practice and research are discussed.

This paper presents an analysis of the current debate on “global marketing” and the degree to which multinational firms can standardise their marketing practices across countries. World markets are getting increasingly homogenised but the authors contend that the framework and associated propositions generated in the paper could help multinational firms determine the degree of standardisation that is possible in different markets.