A study of the globally oriented expansion strategies of Uber and Airbnb offer business leaders insight into dealing with the ups and downs of the sharing economy. Although both firms have suffered operational and managerial setbacks and face logistical and regulatory hurdles, they continue to enjoy remarkable international growth. Thanks to their entrepreneurial initiatives, application of digital models, savvy branding, and customer‐centric focus, Uber and Airbnb remain staunchly competitive in each of their demanding sectors. Their experiences highlight the value of efficient business models, niche strategies, and connectivity.

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This case discusses and evaluates NTT DoCoMo's overseas expansion and global strategies in the wireless and mobile phone industry. The primary objective of this work is to examine NTT DoCoMo's recent acquisitions within the concept of internationalization and global expansion issues. Analysts believe that in the next five years, NTT DoCoMo will become one of the leading players in the global wireless industry because of increasing consumer demand and growth potential. On the other hand, NTT DoCoMo may also face a heightened competition and will be challenged by other competitors in Japan and other markets. © 2002 John Wiley & Sons, Inc.

Purpose -The purpose of this paper is to investigate and analyze company slogans which play an important role in corporate identity and corporate communications. Design/methodology/approach -By discussing relevant literature, morphological issues (word formation in sentences), and content analysis, the study investigates 329 companies and their slogans that operate in global and domestic markets. Findings -The study finds that within the areas of corporate identity and corporate communications, company slogans tend to be diverse with distinct forms and morphological features. The work reveals that slogans go through evolutionary changes because of diverse markets and firms' corporate communications and corporate identities. The study also compares and contrasts slogans from 2007 to 2013 which were used by the firms on their web sites. Practical implications -Interestingly, over half of the companies did not keep their slogans in 2012/ 2013. Many firms have stopped using slogans on their corporate web sites and systematically capitalize on brands and corporate identities when dealing with the areas of corporate communications. This supports the notion that slogans help corporate identity and corporate communications. Originality/value -The paper's original value added is in the areas of corporate communications, slogans, and corporate identity.

The main purpose of this case‐based research is to investigate and analyze three fast‐growing airlines (Emirates/Dubai, Qatar Airways/Qatar, and Etihad Airways/Abu Dhabi) and their internationalization from the Middle East and North Africa (MENA) region. The three carriers that are commonly known as “super‐connectors” in the airline industry continue to excel in their business models and internationalization. Based on secondary data, surveys, and company‐specific information, the article uses a longitudinal case‐based research approach to discuss the three airlines. Findings of the work reveal that the three super‐connectors have aggressively expanded in the MENA region and beyond by seeking multiple alliances, joint ventures, long‐term collaborative agreements (code sharing), and foreign direct investment (FDI). These activities represent innovative business models and operational efficiencies in the global airline industry. We believe that non‐MENA airlines may not have the same dynamism, strategic clout, corporate‐related efficiencies, and financial prowess that we witness among the three super‐connectors. In international business (IB) and multinational corporation (MNC)‐related areas, researchers, industry analysts, and policymakers need to pay attention to the MENA region's super‐connectors and their emerging internationalization models. The article also provides useful trends and implications that can be benchmarked by practitioners, researchers, and airlines regarding the issues of internationalization, growth, and new business models. © 2015 Wiley Periodicals, Inc.