Existing models of the internationalization process have not captured the important phenomenon of accelerated international growth of born-global firms, which led Johanson and Vahlne (2003) to revise their model. However, the revised network model falls short of explaining rapid internationalization of firms. While they indicate a "specific relationship development process" used by born-global managers, Johanson and Vahlne (2003) still suggest the existence of an incremental learning and "responsive" model, which is based on pre-existing relationships. We extend current theory in arguing that born-global managers can use both pre-existing and newly-formed relationships, to quickly and proactively develop new knowledge for rapid commercialisation of their products. Proactive, advanced relationshipbuilding capability is based around locating partners with technological knowledge with a view to ensuring ease of sharing knowledge. We explore the development of trust and interfirm partnerships in established and newly-formed networks and how these lead to tacit knowledge, absorptive capacity and new knowledge generation. While Johanson and Vahlne's (2003) emphasise "market specific experience and operation experience" we emphasise "technological experience". The reason that knowledge sharing is able to proceed quickly is that the shared "technological knowledge" allows rapid transfer and development of new knowledge and the drive to commercialise a product before a competitor, promotes the "mutual need" (co-dependency) to act quickly, characteristic of technology-based industries, which face rapid change. As an outcome of the born-global manager's ability to locate new partners through existing networks, new international links may be quickly developed, with internationalization being an outcome, but not necessarily a driver of behaviour in smaller born-global supply chains.

Security is an important topic, but is it important for Knowledge Management (KM)? To date, little mainstream KM research is coming through with a security focus. This paper asks why, and proposes that security be integrated into KM success models. The Jennex and Olfman (International Journal of Knowledge Management 2(3):51-68, 2006) KM success model is used to illustrate how security, specifically risk management, and the National Security Telecommunications and Information System Security Committee (NSTISSC) security model can be applied to KM management support and governance and KM Strategy. Finally, two case studies are provided that illustrate the application of risk management through governance to KM.

National health objectives are driven to increase participation rates. Individual health decisions are determined by attitudes, behavior, lifestyles, and government policies. This research, therefore, examined not just the development and delivery of a message targeting individual voluntary behavior change, but the intention of changes in social structures that will facilitate individuals reaching their potential; thus the purpose of this article is to shed light on the uptake of the human papillomavirus (HPV) immunization using the health belief model (HBM). Research was conducted with the use of focus groups by drawing on the framework of the HBM. This research approach is conceptual by nature, based on the virtue of marketing promotion and on HBM literature. Though offering the vaccine free to the general public provides additional evidence to certain groups on the intention to act or uptake of the vaccine, awareness levels were found to be poor despite increased efforts by the government trying to promote this vaccine. There was evidence that social capital and trust can produce effective communication message strategies that reinforce social bonds. This article provides an interesting basis for further investigation; however, as implausible as it seems the article also contributes to the concept of perceived benefits and of self-efficacy.

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Investment in knowledge management (KM) programmes is often contentious due to the challenge of meeting the need for continuous and sustainable benefits realization. In KM, the word ‘sustainable’ describes how programmes of strategies to leverage organizational knowledge remain productive over time: that they deliver strategic value to the organization. The focus of this paper falls on the constructs of the governance of KM and on its leadership, in KM strategy devopment and implementation, including risk management, financial controls and transparent evaluation mechanisms for continuous benefits realization. This paper presents a KM governance model and explores its recent validation through six case studies of large, distributed, multinational organizations, and through these introduces the granular constructs of KM governance. Exploration of the impact of KM governance on developing and implementing KM programmes in each case study organization demonstrates that there is a clear nexus between strategic KM governance and benefits realized from those programmes.