Call for papers: 8th Iberoamerican Academy Conference, São Paulo, Brazil

Deadline for papers submission: July 10th 2013

Deadline for acceptance communication: August 26th 2013

8th Iberoamerican Academy Conference, São Paulo, Brazil
December 8th to December 10th, 2013
World in Transition: business, multiculturalism and society
Escola de Administração de Empresas de São Paulo – EAESP – FGV

World in Transition: business, multiculturalism and society are the topics proposed by the the 8th Iberoamerican Academy Conference. In a complex and dynamic global environment, both academics and practitioners have to deal with economical, geopolitical, social and cultural intense changes. Latin America faces different challenges in this scenario such as: how to integrate disimilar cultures in the region, how to promote an inclusive environment and cope with inequalities and politics. The region presents high levels of development as well extreme poverty. Despite idiosyncrasies among nations, challenges related to education and productivity at public and private organizations are similar and defy managers daily.

With a view towards debating this multifaceted setting of Latin America, the conference’s agenda proposes the following topics:

  • What are the roles of Latin American organizations in the global context?
  • How can Iberoamerican Organizations achieve competitive advantage in a world in transition?
  • Have emerging countries changed inequality conditions of within contemporary capitalism?
  • What are the competences required to develop people, organizations and society in this dynamic environment?
  • What is the role played by Latin American Scholars regarding teaching and researching in Latin American Business Schools?
  • Do they make any difference in the international scenario? Do they contribute to changing the conditions of Latin American Countries and both their Public and Private organizations?

Therefore we would like to invite participants to address the new facets of management in such complex scenario and collaborate in this rich debate. Submissions of papers aligned to the mission of our conference are more than welcome.

TRACKS AND THEMES

1. Entrepreneurship and Family Business:

Track-chairs: Tales Andreassi – EAESP and Gianni Romani Chocce – Universidad Católica del Norte

The entrepreneurship track welcomes papers related to entrepreneurship in an Iberoamerican context, especially if this context deals with an environment in transition. Major topics include, at a macro level, effective public policy for entrepreneurship, social entrepreneurship, entrepreneurial actions to decrease poverty, entrepreneurial education, among others. At the micro level, topics include business models, growth strategies, entrepreneurial opportunities, venture capital & angel investors, corporate entrepreneurship, entrepreneurship & gender, among others.

2. International Business

Track-chairs: Rodrigo Bandeira de Mello – EAESP and Maria Alejandra Gonzalez Perez – Universidad EAFIT (Colombia)

The role of multinationals, countries, governments, and institutions in shaping today´s world has gained increasing importance. This track contributes to advancing and sharing knowledge across the Iberoamerican academic community about international business in the region. We seek both empirical and theoretical papers addressing, but not limited to, the following potential research questions: How, and to what extent, do existing internationalization theories explain the international movements of MNEs from non-developed countries? How do MNEs shape and are shaped by institutions, governments, and culture in Iberoamerican countries? What are typical managerial models of MNEs subsidiaries in the region? What would be an ideal curriculum to teach International Business in Iberoamerica ? Are there any distinctive features of IB strategies, structure, and governance between Iberoamerican countries and other emerging economies? How and to what extent may MNEs contribute to alleviating poverty and fostering innovation in the countries of the region?

3. Organizational Behavior and Human Resources Management

Track-chairs: Ana Silvia Rocha Ipiranga – Universidade Estadual do Ceará e Tânia Casado – FEA/USP

The topics of organizational behavior and human resources are dedicated to studies that innovatively analyze, discuss and offer in-depth reflection about individuals and groups at different analysis levels and organizational contexts. Research advancing the discussion of these perceptions, attitudes, beliefs, values, processes and organizational practices, such as, learning, creativity, competencies, careers, coaching and mentoring, motivation, leadership, decision making, trust, power, diversity, citizenship, pleasure and suffering at work and in organizations. Studies leading to thought-provoking perspectives for the understanding of contextual influences on individuals and groups, such as identity, climate and national and organizational culture are brought up. Considering the theme of the conference -The World in Transition- still focuses on issues related to changes and continuity in labor relations, the search of a better understanding of how organizations are practicing human resources management becomes paramount. What practices and policies have been carried out among the various duties, competencies and activities of human resources? What is the connection between these human resources policies and practices and the organizational strategies, cultures and performance? Relative convergences and reflections between both theoretical and methodological frameworks coupled with epistemological assumptions of human resources management, labor relations and organizational behavior permeate these knowledge areas.

4. Public Administration

Track-chairs: AlketaPeci – EBAPE and Freddy Mariñez Navarro – Tecnologico de Monterrey

The Iberoamerican Academy of Management “Public Management” track focuses on governance, organization and management of both public administration and services, particularly highlighting their distinctive features in other management areas. Due to the theme of the conference – World in Transition – our call for papers will encourage research that explores the shifting borders of public administration as an academic field and its transformation over the last decade from a managerial focus to a Public Governance focus, characterized by public-private networks, citizen and nonprofit sector participation, co-production and stakeholder engagement, performance management, or other collaborative/contractual efforts, specifically highlighting how the Iberoamerican local contexts translate, adapt and are challenged by such shifts in the relations between State and Society. As usual, we welcome traditional themes of public administration such as: democracy, politics and public management; reforms and change in public sector, intergovernmental relations, multi-level governance, and intersectoriality; transparency, accountability, and e-government; agencification, privatization and outsourcing of public services; public policy cycles and analysis; leadership, motivation, entrepreneurship, decision-making or culture in public sector; functional areas of public management, such as accounting, control, or financial management; history and administrative traditions. The track supports a pluralistic paradigmatic and methodological approach to addressing such themes.

5. Competitive Strategy

Track-chairs: Sergio Bulgacov – EAESP and Roberto Vassolo – IAE Business School

The Iberoamerican Academy of Management Competitive Strategy track focuses on questions concerning corporate, businesses and institution competitive interactions within product, services, markets, and strategic groups in a specific economic and social environment over time. Within the theme of the conference – World in Transition, select contributions aiming to exploring competitive dynamics in the face of business and institution changes, and its impact on the organization, society, and the environment are welcome, such as work-addressing questions: (1) How might processes and practices of competition be adapted to the new economy and reflect changes in society and institutions? (2) How does the increased focus on social, multiculturalism and environmental sustainability constrain or develop firms’ efforts to pursue competitive advantage? (3) How do firms sustain or restrain its competitive advantage with the impact of internal and/or environmental changes? As usual, we welcome all contributions linked with competitive strategy of firms, public organizations, and institutions, and we specifically encourage submissions on the topic of competitive strategy in general and with a link with the mainstream themes on strategy and organization studies.

6. Supply Chain and Innovation Management

Track-chairs: Ely Paiva – EAESP and Elena Revilla – IE

The objective of this track is to feature innovative studies related to the field of Supply Chain Management in Iberoamerican countries. We seek papers that highlight new topics related to a world with increasing levels of uncertainty and new challenges for SCM such as risk management, crises management, sustainable operations and humanitarian operations. Nevertheless, traditional topics are also welcome, as well as articles focusing on SCM performance, innovative approaches to supply, cooperation and value creation.

7. Organizational Theory and Critical Management Studies

Track-chairs: Rafael Alcadipani – EAESP and Pedro Castellano Masias – ESAN

The Iberoamerican Academy of Management Organization Studies and Critical Management studies track focuses on questions concerning what is usually called Organization Studies. As such, we focus on a sociological and psychological reading of Organizations in Iberoamerican countries. Studies based on institutional, symbolic, critical, post-modern and post-colonial perspectives are welcome. We accept contributions from both quantitative and qualitative methods. We are also open to papers that are grounded to functionalist approaches. In particular, this stream focuses on studies that challenge traditional views of organizations and management within Iberoamerica. We invite researchers with different perspectives to share their reflections and intellectual contributions in order to build a body of knowledge on the Iberoamerican experience of management and work organizations. As Iberoamerican voices have been frequently excluded, or even self-excluded, from management educational and research publications. it is time for Iberoamerican thinkers to actively and critically engage into and discuss organizational and managerial issues. It is time, also, for researchers worldwide to observe and reflect on the Iberoamerican perspective and the roles adopted by the Iberoamerican economy within the global order.

8. World in Transition and Management in Iberoamerican Countries

Track-chairs: Maria José Tonelli – EAESP e Glenn Morgan – Cardiff Business School

This special track bearing the theme of the conference aims to address specific topics and challenges that organizations and researchers face in order to deal with geopolitical, social and cultural changes in Iberoamerican countries. The track also has the objective to foster debate and provide different perspectives to solve issues and conflicts in Business Management and Public Administration. Academic and practical studies, using different theoretical perspectives and methodologies within this context are welcome.

Further information, suggestions or inquiries: Please contact: iam2013@fgv.br

Call for papers: “Competence‐based Management in Cross‐border Settings: Organizational Learning, Strategy, and Governance

Call for Papers

8th SKM Symposium

jointly held with the

2nd Conference on Competence‐based Strategic Management

“Competence‐based Management in Cross‐border Settings: Organizational Learning, Strategy, and Governance”

September 18th ‐ 20th, 2013

Otto von Guericke University Magdeburg

Magdeburg (Germany)

Competence‐based strategic management (CBSM) is an approach to management that rests on Austrian Market

Process Theory (von Mises, 1949) as well as on recent approaches from strategic management theory and

additionally encompasses an evolutionary perspective (Penrose, 1959, Schumpeter, 1934, Veblen, 1898) on

management processes. Building on the resource‐based view (Barney, 1991, Rumelt, 1984, Wernerfelt, 1984)

and the dynamic capability approach (Teece, 2007, Teece, Pisano & Shuen, 1997), CBSM employs an idiosyncratic

perspective on designing and implementing processes to foster competence building and leveraging on

the individual level, the group level, and the (inter‐) organizational level.

Rapid environmental changes – e.g. a growing convergence of customer needs, more and more close linkages

between national markets, the ongoing development of IT, a changing role of distance in cross‐border business

activities as well as a growing importance of service orientation in business – cause a need for firms to react to

these developments. In other words: the corporate ability to successfully handle these challenges is to a large

extent determined by the run of competence‐development processes as these processes and its outcomes

seem to determine the managerial discretion of firms in influencing the change processes that take place on a

firm external level. Nevertheless, cross‐border issues of coordination as well as competence building and competence

leveraging that affect governance designs, strategic decision‐making and organizational learning processes

have up to now not taken a center stage in research. The aim of this conference is to shed light on these

particular competence‐development processes that help firms to deal with environmental changes from different

perspectives. Therefore, the symposium is organized in eight parallel tracks (one general track and seven

special tracks) that follow the aim to shed light on the run of competence‐development processes in firms from

different viewpoints:

Track 1 (General Track): Theory Development in Competence‐based Strategic Management

Track Chair: Jörg Freiling, University of Bremen (Germany)

Track 2 (Special Track I): Governance of Organizational Learning Processes

Track Chair: Sven M. Laudien, Otto von Guericke University Magdeburg

(Germany)

Track 3 (Special Track II): Public Sector Influence on Firm Competence Development

Track Chair: Eduardo Tomé; Universidade Lusíada Vila Nova de

Famalicao (Portugal)

Track 4 (Special Track III): Dynamic Capabilities and Firm Competence Development

Track Chair: Wolfgang H. Güttel, Johannes Kepler University Linz

(Austria)

Track 5 (Special Track IV): International Entrepreneurship: A Competence‐based Perspective

Track Chair: Matthias Raith, Otto von Guericke University Magdeburg

(Germany)

2nd cbsm Conference

2013

Magdeburg (Germany)

8th skm Symposium

2013

Magdeburg (Germany)

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Track 6 (Special Track V): Business Model Innovation: A Competence‐based Perspective

Track Chair: Patrick Spieth, Kassel University (Germany) and EBS –

European Business School (Germany)

Track 7 (Special Track VI): Corporate Social Responsibility and Competence‐based Strategic

Management

Track Chair: Aimé Heene, Ghent University (Belgium)

Track 8 (Minitrack): An Entrepreneurship and Real Options View on Competences

Track Co‐Chairs: Kalevi Kyläheiko & Mikael Collan, Lappeenranta

University of Technology (Finland)

We welcome conceptual, qualitative‐empirical and quantitative‐empirical submissions that deal with the topics

of the tracks as well as with a wider field of competence‐based strategic management. Submissions are appreciated

only in English language as the conference language is English.

Important Deadlines:

New Deadline for Abstract Submissions: June 21st, 2013.

Acceptance Notification: June 30th, 2013.

Deadline for Full Paper Submissions: August 31st, 2013.

Schedule:

Doctoral Workshop: September 17th, 2013.

Symposium: September 18th – 20th, 2013.

Conference Venue:

Founded in 1993, the Otto von Guericke University Magdeburg is one of the youngest German Universities.

Named after Otto von Guericke (1602‐1686), the well‐known son of Magdeburg who became famous for his

pioneering research on the vacuum (Magdeburg hemispheres experiment), the University is deeply enrooted in

the tradition of the former Otto von Guericke University of Technology as well as the former Teachers Training

College Magdeburg and the former Magdeburg Medical Academy. Twenty years after being established, the

Otto von Guericke University Magdeburg has become a vibrant place of teaching and research in Saxony‐

Anhalt. Almost 14,000 students – among them around 1,400 international students – are currently enrolled in

nine faculties. With a number of approx. 2,300 students, the Faculty of Economics and Management is one of

the most frequented faculties. 23 Chairs cover a wide range of topics out of business administration and economics

and strive for excellence in teaching and research.

Submission:

Please hand in abstracts (max. length 500 words) via email (skm2013@ovgu.de) latest by June 21st, 2013. The

submitted abstracts will undergo a double‐blind review process. The decision on the acceptance of the abstracts

will be communicated by June 30th, 2013. Full paper submissions are due to August 31st, 2013.

Doctoral Workshop:

A one day pre‐conference doctoral workshop will be held to provide an opportunity for PhD students to present

their PhD projects and to get feedback from experienced scholars. The number of participants for the

doctoral workshop is limited to 10 PhD candidates. To apply for the doctoral workshop, please hand in a short

description of your PhD project (max. three pages) via email (skm2013@ovgu.de) by June 21st, 2013. Please

indicate explicitly that you submit for the doctoral workshop.

Publication Opportunities:

For the best conference papers and the runners up we offer an opportunity to publish these papers after a

successful fast‐track review process in the Journal of Competence‐based Strategic Management (JCSM). If you

are in general interested in this publication opportunity, please indicate this when submitting the full paper.

Furthermore, there will be a chance to publish conference papers in Research in Competence‐based Management,

further information on this will follow soon.

Depending on the number of adequate paper submissions, we look out for editing special issues in other

acknowledged academic journals.

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About Magdeburg:

Situated on the Elbe River, Magdeburg was one of the most important medieval cities in Europe. In the 13th

century nearly 20,000 inhabitants lived in Magdeburg which made Magdeburg one of the largest cities in the

Holy Roman Empire. In 1524, Martin Luther was called to Magdeburg and made Magdeburg the first protestant

city. In 1631, troops under the command of Johann Tserclaes, Count of Tilly stormed the city, killed nearly the

whole population of Magdeburg (only 400 people of former more than 20,000 remained) and burned the town.

During the following decades Magdeburg recovered slowly. Becoming a part of Prussia, the newly built city of

Magdeburg was developed into a military fortress – relics of this time can still be found in the cityscape of

Magdeburg. In 1806, Magdeburg surrendered to Napoleonic troops. In 1912, the Magdeburg fortress was finally

dismantled. Following, Magdeburg experienced an economic revival and became the center of German

heavy industry. On January 16th, 1944, Magdeburg was heavily bombed. More than 16,000 people were killed

and most of the old town was destroyed.

By the end of World War II in 1945, Magdeburg was integrated into the Soviet occupation zone. In 1949, the

city became part of the newly founded German Democratic Republic (GDR). During the 1950s and 1960s, Magdeburg

regained its importance as location for heavy industry. Apart from the economic growth, the heavy war

damages (more than 90% of the city center had been destroyed in the bombing attacks) made Magdeburg

suffer from severe reconstruction problems. Especially the city center remained a not built‐up area after the

clearance of the debris – a situation that persisted until the end of the GDR in 1990.

Today, Magdeburg is the capital of the federal state of Saxony‐Anhalt. With 230,000 inhabitants, Magdeburg is

a mid‐size, modern city. Most of the town center has been re‐built in a modern style after the German reunification

in 1990. Main attractions of Magdeburg are:

 The so‐called Magdeburger Reiter which was built in 1240 and is said to be the first equestrian statue

erected north of the Alps.

 The Lutheran Cathedral of Saints Catherine and Maurice which is the second largest church in Germany

and the first church that was built (starting in 1207) in the new Gothic style.

 The Monastery Our Lady from the 11th century which is today a museum for Modern Art and the home

of the National Collection of Small Art Statues of the former GDR.

 The town hall (1698) built in renaissance style influenced by Dutch architecture.

 The so‐called Gruson‐Gewächshäuser, a botanical garden within an ancient greenhouse complex.

 The Magdeburg Water Bridge, Europe`s longest water bridge.

 The Green Citadel of Magdeburg (2005), the last building that was designed by Friedensreich

Hundertwasser.

Magdeburg is easy to reach as it is located in the heart of Germany. The cities of Berlin, Hannover, and Leipzig

with its international airports are only about 120 kilometers away with a very good train connection to Magdeburg.

Magdeburg itself has a well‐developed public transport system which makes it easy to reach all destinations

within the city within a few minutes.

Contact Information:

Otto von Guericke University Magdeburg

Faculty of Economics and Management

Chair in Business Administration, esp. International Management

Universitätsplatz 2

39106 Magdeburg

Phone: +49 391 67‐18789

email: sven.laudien@ovgu.de or skm2013@ovgu.de

web: www.im.ovgu.de or www.skm2013.ovgu.de

Organizing Team:

Academic Staff: Vertr.‐Prof. Dr. Sven M. Laudien (OvGU Magdeburg)

Dipl.‐Kffr. Jana Gruner (OvGU Magdeburg)

Birgit Daxböck, B.Sc., M.Sc. (OvGU Magdeburg)

Administration: Birgit Hummelt (OvGU Magdeburg)

PLEASE VISIT OUR WEBPAGE FOR FURTHER INFORMATION: http://www.skm2013.ovgu.de

FOLLOW US ON FACEBOOK: https://www.facebook.com/SKM.CBSM

Call for Conference Papers: 2nd Biennial Africa Academy of Management Conference

Africa Academy of Management

Call for Participants for the 2nd Biennial Africa Academy of Management Conference

Hosted by University of Botswana in Gaborone

January 8-11, 2014

 

Deadline: June 30, 2013

 

Conference Theme: Sustainable Development in Africa through Management Theory, Research and Practice

The Africa Academy of Management is delighted to announce its 2nd Biennial Conference which will be held on January 8-11, 2014 in Gaborone, Botswana. The conference will bring together scholars from Africa and around the world who are interested in our theme: “Sustainable Development in Africa through Management Theory, Research and Practice.”

 

In accordance with the theme, we invite papers and symposia on topics focusing on Africa, in all subject areas of management: international management, human resource management, organizational behavior, corporate social responsibility, management education, strategic management, entrepreneurship and other related subject areas. All manuscripts will be double-blind reviewed. Please visit our website: http://www.africa-aom.org for submission deadline, program outline, conference registration fees, conference tracks, travel information, hotel accommodation, etc.

Enquiries:

Program Committee: If you have questions, you may contact any of the following members

Dr. Eileen Kwesiga, Bryant University (USA) ekwesiga@bryant.edu

Dr. Moses Acquaah, University of North Carolina at Greensboro (USA), m_acquaa@uncg.edu

Dr. Margaret Crabbe, Ghana Institute of Management and Public Administration, gyeduba2002@yahoo.com

Dr. Elham Metwally, American University in Cairo (Egypt),elhamkamal@gmail.com

Dr. Nceku Nyathi, The Open University Business School (UK), n.nyathi@open.ac.uk

Dr. David Zoogah, Morgan State University (USA), David.Zoogah@morgan.edu [2]

 

CALL FOR PAPERS

 

Program Chair: Dr. Eileen Kwesiga, Bryant University (USA) ekwesiga@bryant.edu

Local Arrangements: Dr. Dorothy Mpabanga, University of Botswana (dorothym366@gmail.com; MPABANGA@mopipi.ub.bw)

PAPER SUBMISSION INFORMATION

Submissions are due June 30, 2013 via http://www.africa-aom.org 18:00 GMT. At least one author of a paper) must register and present their work at the conference. For symposia, all panelists must register and attend the conference.

 

Registration fees:

Members of AFAM: $250.00

Non-members of AFAM: $350.00

 

Authors are requested to assist in the review process. Submission guidelines at: https://africa-aom.org.

 

Submission Tracks

 

Track 1: Entrepreneurship and Small Business (Chair: Dr. Benson Honig, bhonig@me.com)

The entrepreneurship and SME track welcomes both empirical and conceptual papers examining issues relating to sustainability in both entrepreneurial and family and small business research in Africa. Papers that are welcome include unique contributions related to incubation, nascent entrepreneurship, microcredit, ownership succession, incubation, microenterprise promotion and training, transnational entrepreneurship, and social entrepreneurship, as well as empirical and conceptual topics related to the sustainability of entrepreneurial activities in Africa not mentioned above.

 

Track 2: Organizational Behavior and Human Resource Management (Chair: ConstantD. Beugré,cbeugre@desu.edu).

This combined track welcomes conceptual and empirical papers including all aspects of both organizational behavior and human resources management, preferably in an African context. For organizational behavior, areas of interests include but are not limited to: organizational effectiveness, group dynamics, motivation, leadership, change, decision making, organizational culture, organizational design, organizational justice, stress management, personality and perception. For human resources management, we seek papers in the areas of: compensation, performance appraisal, recruitment, selection, staffing, training, career development and management of human capital.

 

Track 3: Public Policy, Administration of Government, and Non-governmental Organizations (Chair: Dr. Elham Metwally, elhamkamal@gmail.com)

We encourage papers from academics, researchers, and professionals that investigate public and non-governmental organizations. The papers may address topics related to any of the following: Public governance; capacity building; public service quality; public management in complex environments; E-government; workplace democracy and public administration; education and training; public accountability; social enterprise in challenging environments and times; Third Sector or non-governmental organizations; stakeholder engagement; social capital; public entrepreneurship; public sector reforms; partnerships with the private sector. Studies of other areas not included here but which relate to management of public organizations and NGO are also encouraged

.

Track 4: Strategy and International Management (Chair: Dr. Moses Acquaah, acquaah@uncg.edu)

The Strategy and International Management track welcomes conceptual and empirical papers that focus on all areas of strategy and international management in an African context both in the private and public sector; and a comparative analysis of the African context with other contexts of the world. For strategy, areas of interests include but are not limited to: business or competitive strategy formulation and implementation, strategic planning, strategy-structure relationships, strategic leadership, innovation, corporate strategy in general, diversification and portfolio strategies, vertical integration and sourcing relationships, social capital and networking relationships, corporate governance, the resource-based view, knowledge management, industrial organization economics, acquisitions, strategic alliances and interorganizational relationships, technology and innovation management, composition and processes of top management teams, and strategic control and reward systems. Areas of interest for international management should focus on the theory, research, and practice of management with a cross-border or [4]

cross-cultural dimension. Topics should include but are not limited to: market entry strategy, cross-border alliances and cooperative strategies, the management of cross-border operations, the differential impact of cultural, social, economic, technological, political, and other institutional forces on cross-border operations, management practices and strategies, the international competitiveness of firms, industries, and nations; and comparative management studies involving two or more countries.

 

Track 5: General Management (Chair: Dr. Judy Muthuri, judy.muthuri@nottingham.ac.uk

The General Management track welcomes conceptual and empirical papers that focus on general management including but not limited to the following topics: innovation and change management, corporate governance and accountability, sustainable decisions in organizations, and corporate social responsibility. The track welcomes papers with theoretical and practical insights into general management across all types of organizations operating in the African context. We particularly encourage papers that adopt a multi-disciplinary approach, and seek to integrate macro, meso and micro-levels of analysis.

 

PDW/Caucus (Chair: Dr. Amanuel Tekleab, atekleab@wayne.edu). Entries can be either a proposal for a structured discussion on a topic of common interest, or for a workshop. Proposals should be aimed at helping fellow attendees by providing a forum through which they can engage each other. Submissions should describe the activities, goals and time/equipment required.

 

Doctoral Consortium & Junior Faculty Consortium. (Chair: Dr. Augustine Lado, Alado@clarkson.edu).

These consortia are designed to provide ideas, tools, and strategies to be successful by drawing upon the experiences of senior faculty colleagues. Research in the early stages of development will also be considered to assist members improve their works for publication. Sessions will be structured as roundtable discussions to facilitate additional development and coaching. This is an excellent way for doctoral students to become involved in AFAM. These sessions will not appear in the proceedings.

 

Deadline for all submissions is June 30, 2013.

 

Miguel Rivera-Santos, PhD

Associate Professor of Strategy and International Business

EMLYON Business School / Babson College

Africa Academy of Management membership representative for North America

Call for papers. Special Issue: Employer Duty of Care – The Role of HRM in Managing Talent in Dangerous Locations

EUROPEAN JOURNAL OF INTERNATIONAL MANAGEMENT

Thematic Issue on:

“Employer Duty of Care – The Role of HRM in Managing Talent in Dangerous Locations”

 

Guest Editors

Lisbeth Claus, Willamette University, USA and Yvonne McNulty, Singapore

 

This thematic issue will focus on duty of care or the obligation of employers to protect the health, safety, security and well-being of employees. (See here for the link to EJIM: http://www.inderscience.com/info/ingeneral/cfp.php?id=2237.

 

As a result of globalisation, organisations (whether for-profit, non-profit or governmental) have talent deployed all over the world as locals, international assignees or business travellers. This exposes the workforce to greater environmental risks that need to be mitigated and managed.

 

So far, contributions to the field of ‘employer duty of care’ have come mainly from outside of HR. With this issue, our intention is to integrate the various interdisciplinary contributions on this topic with the broader fields of talent management and global mobility.

 

Papers in this issue will cover the whole spectrum of duty of care issues as outlined below. We welcome conceptual, empirical (quantitative and qualitative) and case study research.

 

Subject Coverage

 

Suitable topics include but are not limited to:

  • Employer duty of care from cultural and legal perspectives
  • Managing employee risk and uncertainty globally (employee safety, security, political and medical risks)
  • Deploying staff to emerging economies, war zones, disaster areas, and bottom 60 countries
  • Duty of care in international NGOs and government organisations
  • Duty of care in contract work and international joint ventures
  • Evacuation of international assignees and dependents
  • Challenges of managing duty of care for international business travellers
  • Employee duty of loyalty and engagement with organisational duty of care initiatives
  • Moral and ethical duty of care obligations
  • Sustainability and duty of care
  • Cost-benefit analysis and ROI of organisational duty of care initiatives
  • Notes for Prospective Authors

 

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. (N.B. Conference papers may only be submitted if the paper has been completely re-written and if appropriate written permissions have been obtained from any copyright holders of the original paper).

 

All papers are refereed through a peer review process.

 

All papers must be submitted online. To submit a paper, please read our information on preparing and submitting articles.

 

For any queries about this thematic issue, please contact the Guest Editors directly:

Lisbeth Claus: lclaus@willamette.edu

Yvonne McNulty: ymcnulty@expatresearch.com

 

Important Dates

 

Submission of manuscripts: 1 October, 2014

 

Notification to authors: 15 January, 2015

 

Final versions due: 1 July, 2015

Call for papers. Special issue of Critical Perspectives on International Business. Low Cost Airlines: antecedents and consequences of pathological leanness

Special issue call for papers

Critical Perspectives on International Business

Low Cost Airlines: antecedents and consequences of pathological leanness

Edited by Christoph Dörrenbächer and Joanne Roberts

 

About the special issue

Hardly anything has changed recent air travel as much as the advent of low cost airlines. Spurred by market deregulation in the US and later in Europe, airlines focusing on cost leadership strategies have conquered the market for short haul flights. In Europe one decade after deregulation 24% of all passenger flights were low cost flights (DLR, 2011: 8,15). While most of these flights were carried out by low cost airlines, legacy carriers also increasingly contribute to the segment, indicating the strong influence of the low cost business model in the industry.

Guided by the principle that ‘there is no such thing as a free meal’ low cost airlines squeeze costs by offering a restricted service without any frills and connections. More than this, cost cutting is at the centre of managerial attention and relates to anything that is involved in flying people from A to B (Alamdari and Fagan, 2005; Pate and Beaumont, 2006)

Cutting cost also shapes the internationalization of low cost airlines. They often display a home-region orientation (i.e. solely serving countries within a macro-region such as Europe) as their cost driven business model works best with short haul flights that are quickly turned around. Unlike legacy carriers they grow organically across borders by turning secondary airports into bases from which they try to develop the surrounding catchment area. Often such a presence at a foreign location remains provisional with low cost airlines moving away to other regions and countries if the surrounding catchment area do not turn out to provide enough demand or is fished dry. The systemically strong cross border mobility of low cost airlines is also used to bargain concessions from local authorities, secondary airport operators and trade unions with the aim of ‘bringing offshore conditions ashore’ (Lillie, 2010). This of course does not foreclose that that low cost airlines systematically use their foreign presence to access cheap input factors, most notably labour (cheap labour for cabin crew but also pilots already owning relevant pilot licenses).

While some of the cost cutting measures low cost airlines apply seem obscure (such as the idea of charging passengers to use the toilet in aircrafts or prohibiting crew and pilots from charging their mobile phones on the plane) extant research has shown that many other measures, including those stemming from the international scope and strong cross border mobility of these airlines, have broad societal implication in particular when looking at working conditions, industrial relations, environmental issues, and the business-politics relationship s (e.g. Bamber et al., 2009; Barry and Nienhueser, 2010; Kobrin, 2011; Lillie, 2010).

 

Central aim of the special issue

The aim of the special issue is to further explore these and other consequences of the growing business activities of low cost airlines. We are interested in conceptual as well as empirical contributions that address one or more of the following issues from a critical perspective.

• Political and institutional antecedents of the emergence of low cost airlines.

• Varieties of low cost airline business models.

• The introduction of low cost flight operations into legacy carriers.

• Working conditions, employee and industrial relations in low cost airlines and legacy carriers’ low cost flight operations.

• Union strategies vis-a-vis low cost airlines and legacy carriers’ low cost flight operations.

• Organizational culture and leadership styles in low cost airlines.

• Environmental issues associated with the low cost airlines’ business model.

• Low cost airlines and transport security.

• Flight relocations, concession bargaining, power and politics in the low cost airline value chain

• Infrastructural and regional economic impact of low cost airlines.

• Social and political impact of the (selective) higher mobility and connectivity facilitated through low cost airlines

• Implications of emerging low cost strategies in the market for long haul flights.

For further details or to discuss possible ideas, prospective authors are encouraged to contact the guest editors: doerrenbaecher@hwr-berlin.de, J.Roberts@soton.ac.uk

 

Submission Information

All papers will be subjected to double-blind peer review.

Please see the website for submission instructions: Author Guidelines

Papers will be reviewed in accordance with CPOIB guidelines.

Submission deadline: 31 December 2013

Approximate date of publication: Early 2015

 

How to submit

Please submit directly to the special issue through ScholarOne Manuscripts.

If you do not have an author account on the critical perspectives on international business site then you will need to create yourself an account, even if you have an account on a different journal. Please see the instructions below explaining how to register.

Registering on ScholarOne Manuscripts

To register please follow the instructions below:

• Log on to http://mc.manuscriptcentral.com/cpoib

• Click on the create account link at the top right of the screen.

• Follow the on-screen instructions, filling in the requested details before proceeding

• Your username will be your email address and you have to input a password of at least 8 characters in length and containing two or more numbers

• Click ‘Finish’ and your account has been created

Submitting an article

Once Registered go to http://mc.manuscriptcentral.com/cpoib with your username and password. This will take you through to the Welcome page.

• (To consult the Author Guidelines for this journal click on the Home Page link in the Resources column).

• Click on the Author Centre button.

• Click on the ‘click here to submit a new manuscript’ link which will take you through to the Manuscript Submission page.

• Complete all fields and browse to upload your article. Please include your structured abstract in your article file.

• At the ‘please select the type of issue’ (Details & Comments step) please highlight “Low Cost Airlines: antecedents and consequences of pathological leanness” in the dropdown list

• You must upload a minimum of 2 files: An anonymous article file (you should upload the title page – with all author contact details – as a separate file) because we operate double blind peer review

• When all required sections are completed, preview your .PDF proof.

• Submit your manuscript.

Please contact manuscriptcentral@emeraldinsight.com if you require any assistance.

After you have submitted your paper you will receive an email indicating that your paper has been received together with its unique identity number. This means that the Editor, Publisher, and Reviewers will be able to process your paper in addition to you being able to track your paper at each stage of the publishing process.

Prof. Dr. Christoph Dörrenbächer

 

Professor of Organizational Design and Behavior in International Business

Berlin School of Ecomomics and Law

Badensche Strasse 50/51

D-10825 Berlin

Tel. 0049-30-30877-1491 (university office)

Tel. 0049-491-9992963 (home office)

E-mail: Doerrenbaecher@hwr-berlin.de

 

Call for conference papers: European International Business Academy (EIBA)

European International Business Academy (EIBA)

39th Annual Conference

University of Bremen, Germany

December 12-14th 2013

 

Transnational firms, markets and institutions:

New challenges and opportunities for international business

 

Call for Papers

 

www.eiba2013.org

 

 

 

Conference Tracks

 

Under the conference theme, we invite interdisciplinary papers, as well as papers grounded in other areas of social science, that examine the role of MNEs in transnational processes. The other tracks welcome papers in all areas of international business.

 

1. Developments in IB theory

2. The internationalization process and international new ventures

3. Finance, accounting and corporate governance

4. Management of the value chain and market entry mode

5. Headquarters-subsidiary relations and knowledge transfer

6. Innovation and technology transfer

7. MNEs, governments and local development

The submission deadline for all competitive and workshop papers is Monday, July 15th 2013

 

Doctoral Tutorials

The 2013 EIBA Annual Conference will host three events specifically aimed at doctoral students. These events aim to provide the students with the opportunity to discuss their research with distinguished international faculty, and to enable the students to become acquainted with an international network of researchers in international business. Students participating in one of these events are also expected to register for the EIBA conference.

• The 27th John H. Dunning Doctoral Tutorial in International Business.

• The 2nd EIBA Doctoral Symposium.

• The 4th COST-EIBA Doctoral Think Tank, where the focus is on issues related to MNEs

from emerging and transition economies.

All tutorials will take place before the conference starts. More information about all three events will be available on the conference website. The submission deadline for proposals for these events is 2 September 2013.

 

Contact Information

Updated information about the conference will be published on the conference website. www.eiba2013.org . All queries should be sent to eiba2013@uni-bremen.de

 

Conference Chair: Professor Sarianna M. Lundan (University of Bremen)

 

Call for Special Issue on:“Non-Traditional Expatriates”

International Journal Of Human Resource Management

 

Special Issue:

“Non-Traditional Expatriates”

 

Paper submission deadline: 31st January 2014

 

Guest Editors:

Yvonne McNulty and Kate Hutchings

 

 

It has been suggested that for nearly 50 years a steady stream of academic research has studied traditional, organizationally-assigned expatriates (Adler, 2002; Taylor, Napier, & Mayrhofer, 2002; Vaiman & Haslberger, 2013), whom have typically been senior, Western, males in their late 40s or early 50s, with an accompanying female spouse and children. Over the past decade the profile of the traditional expatriate has changed (see Brookfield Global Relocation Services, 2012), largely because society, particularly in the Western world, reflects considerable deviation from the traditional household composition of the past: fewer nuclear families, smaller numbers of household members, and more couples living together out of wedlock often with children (Duxbury, Lyons, & Higgins, 2007; Office for National Statistics, 2012). Undoubtedly, the global talent pool today is staffed with more non-traditional expatriates than ever before – among them executive women, married couples without children, female breadwinners, single and unaccompanied men and women, younger early-career people, empty-nesters and semi-retired people over 60, split families, and same-sex partnerships. Yet, the experiences ofwomen and men within this non-traditional expatriate population are not well known.

In this Special Issue, we invite submissions focused on non-traditional expatriates. We define non-traditional expatriates as including the following types of arrangements (noting that this may not be an exhaustive list):

  • Status-reversal marriages/partnerships (female expatriates) with a male ‘trailing spouse’ where the primary income is generated by the wife,
  • Single expatriates unaccompanied by a partner or children, including split families where an assignee’s immediate family members remain in the home country or priorlocation,
  • ‘Empty-nesters’ or semi-retired expatriates over the age of 60,
  • Expatriate couples cohabitating outside of legal marriage, with or without accompanying children,
  • Blended expatriate families with step-children from prior relationships subject to custodial arrangements and not sharing the same family name,
  • Expatriate families adopting foreign children in the host-country during an assignment,
  • Lesbian, gay, bisexual or transgender expatriate partnerships, with or without children,
  • Single parents with or without international custody arrangements,
  • Expatriates with special needs children, and
  • Expatriates with multigenerational responsibilities, i.e. accompanied on assignment by elderly parents or other family members.

Our goal in this Special Issue is to explore the experiences of non-traditional expatriates and in doing so contribute to balancing the picture that existing research provides of the profile of expatriates. Specifically, we aim to: (i) address the gap in research that has not sufficiently addressed the experiences of this segment of the global talent pool; and (ii) propose a future research agenda to guide more scholarly work in this area. Topics that might be explored (among others) include:

  • What are the similarities and differences in the experiences of non-traditional and traditional expatriates?
  • Who is a non-traditional expatriate?
  • How represented are non-traditional expatriates among the global talent pool?
  • What are the reasons for non-traditional expatriates accepting international assignments or opting out of international assignment opportunities altogether?
  • What are the legal, social, physical, emotional, psychological and policy challenges that non-traditional expatriates must overcome when deciding to expatriate?
  • Is the ‘glass border’ real and does it act as a deterrent to expatriate for non-traditional assignees?
  • What are the factors that contribute to the success of non-traditional expatriates on international assignments?
  • What are the unique needs of non-traditional expatriates and what support do they receive from organisations, other expatriates, and host country nationals?
  • To what extent do non-traditional expatriates favour a particular type of assignment, assignment duration, or assignment location, and why?

 

 

Submission Guidelines

We welcome quantitative, qualitative (including case studies) and conceptual papers that provide unique insights into non-traditional expatriates and non-traditional expatriation. Single-country studies are also welcome provided the focus remains on topic. Findings and/or conceptualisations should have theoretical and policy implications, and seek to inform management practice. The editors of the Special Issue will be pleased to discuss initial ideas for papers via email.

Submitted papers must be based on original material not under consideration by any other journal or publishing outlet. The editors will select up to 8 papers to be included in the special issue, but other submissions may be considered for other issues of the journal. All papers will be subject to a double-blind peer review in accordance with the journal guidelines,

Manuscripts should be submitted online using the International Journal of Human Resource Management ScholarOne Manuscripts site (http://mc.manuscriptcentral.com/rijh) and in accordance with the author guidelines on the journal’s home page. New users should first create an account. Once a user is logged onto the site submissions should be made via the Author Centre. To submit your manuscript to the Special Issue on ‘Non-Traditional Expatriates’, choose the title of the Special Issue from the Manuscript Type list. When you arrive at the ‘Details and Comments’ page, answer ‘yes’ to the question ‘Is this manuscript a candidate for a special issue’ and insert the title of the special issue in the text field provided.

Important Dates

Paper submission deadline: 31st January 2014

Acceptance notification: 31st August 2014

Publication: 2015

Yvonne McNulty

ymcnulty@expatresearch.com

Kate Hutchings

k.hutchings@griffith.edu.au

References

Adler, N. 2002. Global managers: No longer men alone. International Journal of Human Resource Management, 13(5): 743-760

Brookfield Global Relocation Services. 2012. Global relocation trends survey report. Woodridge, IL.

Duxbury, L., Lyons, S., & Higgins, C. 2007. Dual-income families in the new millenium: Reconceptualizing family type. Advances in Developing Human Resources, 9(4): 472-486.

Office for National Statistics. 2012. Comparing data sources on families and households. South Wales, UK: Office for National Statistics.

Taylor, S., Napier, N., & Mayrhofer, W. 2002. Women in global business: Introduction. International Journal of Human Resource Management, 13(5): 739-742.

Vaiman, V., & Haslberger, A. 2013. Managing talent of self-initiated expatriates: A neglected source of the global talent flow. In V. Vaiman, & A. Haslberger (Eds.), Managing Talent of Self-initiated Expatriates: 1-15. London: Palgrave Macmillan.

 

Call for Papers.Special Issue of International Business Review

Special Issue of International Business Review

 

International knowledge flows in the context of emerging economy MNEs and increasing global mobility


Guest Editors:

Xiaohui Liu, Loughborough University

       Axèle Giroud, UNCTAD/University of Manchester

Deadline for Submission: 31 January 2014


Existing studies on multinational enterprises’ (MNEs) cross-border knowledge flows have predominantly focused on the movement of knowledge within developed countries’ MNEs and/or on how local firms in developing countries benefit from the entry of foreign firms (Gupta and Govindarajan, 2000; Buckley et al., 2002; Görg and Strobl, 2005; Liu and Buck, 2007; Blalock and Simon, 2009; Ghauri and Yamin, 2009; Liu et al., 2009; Meyer and Sinani, 2009; Giroud et al., 2012; Irsõvá and Havránek, 2013). Such dominance may reflect the technologically leading position of developed countries. However, emerging economy firms that have lagged behind firms from developed countries in the past are now rapidly catching up. In particular, emerging economy MNEs (EMNEs) have gained new momentum in the world economy through actively engaging in outward FDI. These changes have been reflected in a new body of literature which goes beyond early explanations for FDI from emerging economies (Wells, 1983; Lall, 1983; Amsden, 1989), since FDI outflows from emerging economies have increased significantly and represent a rising share of global FDI (UNCTAD, 2006; 2013). The new literature strives to understand whether EMNEs follow different internationalisation paths or whether their strategies differ from those of MNEs from developed countries (Fleury and Fleury, 2011; Ghauri and Santangelo, 2012; Witt and Lewin, 2007); whether existing theoretical concepts apply similarly for these firms (Liu et al., 2005; Luo and Tung, 2007; Matthews, 2006; Wang et al., 2012); whether there are unique differences in the case of EMNEs investing in other emerging economies or least developed countries (UNCTAD, Global Investment Trends Monitor2013).

 

Despite recent literature, there remain gaps in the understanding of how EMNEs engage in the process of intra- and inter-firm knowledge transfer across borders and within host countries. Many important research questions remain unanswered: What is the best way for EMNEs to be successful in their strategic asset seeking investment in developed countries? How do EMNEs’ strategic motives affect the host countries in which they operate? Do EMNEs have new ways of learning or unique mechanisms through which cross-border knowledge flows are facilitated? The lack of answers to these questions is all the more surprising given claims that (1) EMNEs actively invest in developed economies through acquisition in order to access key assets, resources and technologies, and (2) they may have a more positive impact on host developing countries due to similarities in the level of economic development and institutional contexts (Ramamurthi and Singh, 2009; Giroud et al., 2012).

 

Facilitating international knowledge flows, a significant increase in human mobility has become a major aspect of the globalization process. Emerging economies have attracted a large number of return migrants who moved to developed countries in the past and are now returning to their home countries after several years of education and business experience abroad. This increasing trend of human mobility across countries may have profound implications for international knowledge flows. And yet we know relatively little about whether the cross-border knowledge flows of EMNEs differ from those of developed MNEs in the presence of international labour mobility (Liu et al., 2010; Gao et al., 2013).

 

These new developments challenge the dominant view of cross-border knowledge flows based on established MNEs from developed countries and represent opportunities to advance existing research in this area. It is theoretically and practically important to examine the nature, direction, process and impact of international knowledge flows in the context of EMNEs and increasing human mobility across borders, and enrich our understanding of these key issues. In particular, we need to unpack the socio-cultural process of cross-border knowledge flows by taking account of the characteristics of EMNEs and increasing global mobility.

 

This special issue aims to extend this line of research by focusing on cross-border knowledge flows and their impact in the context of EMNEs and human mobility. We wish to encourage IB and management scholars to identify new research questions and reveal new dimensions of international knowledge flows in order to reflect the new landscape of the world economy (i.e. EMNEs and an increasing trend of international labour mobility).

 

Themes of this special issue


We welcome submissions that make a contribution through interdisciplinary approaches. We invite theoretical/conceptual papers and empirical work that draws on qualitative or quantitative methods or an innovative combination of both. Potential themes include, but are not limited to:

How do EMNEs learn from host countries?


  • In what way is OFDI used as a tool to access international knowledge for EMNEs?
  • What are the challenges and difficulties facing EMNEs in terms of reverse knowledge transfer (RKT)/spillovers?
  • Have EMNEs established internal or unique mechanisms to enhance cross-border knowledge flows?
  • What specific roles do expatriates and/or migrants play in enhancing learning by EMNEs from host countries?
  • How or to what extent do institutional contexts affect RKT/spillovers for EMNEs?

 

To what extent do host countries learn/benefit from EMNEs?


  • What impact do EMNEs have on developed and developing host countries (notably through knowledge spillovers and linkages)?
  • How do EMNEs’ strategic characteristics affect their potential for knowledge spillovers and linkages in host countries?
  • Do knowledge spillovers and linkages of EMNEs differ from those of established MNEs from developed countries?
  • What is the role of expatriates and migrants in enhancing the impact of EMNEs in host countries?

 

Guidelines and submission information: All papers will be subjected to double-blind peer review in accordance with IBR guidelines. Authors should follow IBR guidelines, http://www.journals.elsevier.com/international-business-review/. All submissions should be submitted electronically to http://ees.elsevier.com/ibr/choosing SI: International knowledge flows and EMENs as the article type.Submission deadline: 31 January 2014. Questions about the special issue can be directed to the guest co-editors: Xiaohui Liu (X.Liu2@lboro.ac.uk); Axèle Giroud (axele.giroud@mbs.ac.uk).

 

References


Amsden, A. (1989). Asia’s Next Giant: South Korea and Late Industrialization. Oxford: Oxford University Press.

Blalock, G., and Simon, D. (2009). Do all firms benefit equally from downstream FDI? The moderating effect of local suppliers’ capabilities on productivity gains. Journal of International Business Studies, 40(7): 1095-1112.

Buckley, P. Clegg, J., and Wang, C. (2002). The impact of inward FDI on the performance of Chinese Manufacturing Firms. Journal of International Business Studies, 33(4): 637-655.

Fleury, A., and Fleury, M.T. (2011), Brazilian Multinationals – Competences for Internationalization. Cambridge, UK: Cambridge University Press.

Gao, L., Liu, X., and Zou, H. (2013). The role of human mobility in promoting Chinese outward FDI: A neglected factor? International Business Review, 22(2): 437-449.

Ghauri, P., and Santangelo, G. (2012). Multinationals and the changing rules of competition, Management International Review, 52(2): 145-154.

Giroud, A., Jindra, B., and Marek, P. (2012). Heterogeneous FDI in transition economies: A novel approach to assess the developmental impact of backward linkages. World Development, 40(11): 2206-2220.

Giroud, A., Mirza, H., and Wee, K.  (2012). South-south foreign direct investment: Key role of institutions and future prospects. Handbook of Institutional Approaches to International Business. Wood, G and Demirbag, M. Cheltenham, Northampton, Edward Elgar365-381.

Görg, H., and Strobl, E. (2005). Spillovers from foreign firms through worker mobility: an empirical investigation. Scandinavian Journal of Economics 107(4): 693-709.

Gupta, A. K., and Govindarajan, V. (2000). Knowledge flows within multinational corporations. Strategic Management Journal, 21(4): 473-496.

Irsõvá, Z., and Havránek, T. (2013). Determinants of Horizontal Spillovers from FDI: Evidence from a Large Meta-Analysis. World Development, 42: 1-15.

Lall, S. (1983). The New Multinationals: The Spread of Third World Enterprises. Chichester, UK: John Wiley & Sons.

Liu, X., Buck, T., and Shu, C. (2005). Chinese economic development, the next stage: Outward FDI? International Business Review, 14(1): 97-115.

Liu, X. and Buck, T. (2007). Innovation performance and channels for international technology spillovers: Evidence from Chinese high-tech industries. Research Policy, 36(3): 355-366.

Liu, X., Wei, Y., and Wang, C. (2009). Do local manufacturing firms benefit from transactional linkages with multinational enterprises in China. Journal of International Business Studies, 40(7): 1113-1130.

Liu, X., Lu, J., Filatotchev, I., Buck, T., and Wright, M. (2010). Returnee entrepreneurs, knowledge spillovers and innovation in high-tech firms in emerging economies. Journal of International Business Studies, 41(7): 1183-1197.

Luo, Y., and Tung, R.  (2007). International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38 (4), 481-498.

Mathews, J. (2006). Dragon multinationals: New players in 21st century globalization, Asia Pacific Journal of Management, 23(1), 5-27.

Ramamurti, R., and Singh, J.V. (2009). Emerging Multinationals in Emerging Markets. Cambridge: Cambridge University Press.

UNCTAD (2006). World Investment Report 2006: FDI from Developing and Transition Economies, Implications for Development(Geneva and New York: United Nations).

UNCTAD (2013). Global Investment Trends Monitor (Geneva and New York: United Nations).

Wang, C., Hong, J., Kafouros, M., and Boateng, A. (2012). What drives the internationalization of Chinese firms? Testing the explanatory power of three theoretical frameworks. International Business Review, 21(3): 426-438.

Wells, L.T. (1983). Third world multinationals: The rise of foreign investment from developing countries. Cambridge, MA: MIT Press.

Witt, M. A., and Lewin, A. Y. (2007). Outward foreign direct investment as escape response to home country institutional constraints.Journal of International Business Studies, 38(4), 579–594.

 

About the special issue editors


Xiaohui Liu is Professor of International Business and Strategy at the School of Business and Economics, Loughborough University. Her main research interests include knowledge spillovers, human mobility, innovation and the internationalisation strategies of firms from emerging economies. She has published widely, with publications in the Journal of International Business Studies, Research Policy, Entrepreneurship Theory and Practice, International Business Review, Journal of World Business, Management International Review, Management and Organization Review and Strategic Entrepreneurship Journal. She is area editor of the International Journal of Emerging Markets and the Secretary-General of the Chinese Economic Association (UK).

 

Axèle Giroud is currently working for the Investment Issues Section in the Division on Investment and Enterprise at UNCTAD (United Nations Conference on Trade and Development). She is on leave of absence from her position as Reader of International Business at the Manchester Business School University of Manchester. Her main research interests are in multinational corporations’ technology and knowledge transfer, and inter-firm linkages. She has published widely, including books and articles in journals such as World Development, International Business Review, Journal of World Business and Management International Review. She sits on the editorial boards of a number of academic journals.

Call for Papers. Special issue of Journal of World Business

JOURNAL OF WORLD BUSINESS
Call for papers for a special issue
Submission Deadline: September 1, 2014
Learning and Knowledge Management In and Out of Emerging Markets

Guest Editors: Preet S. Aulakh, Sumit K. Kundu, and Somnath Lahiri
Supervising Editor: Mike Peng

Significant attention has been devoted in recent years to understand how MNCs from developed nations enter and compete in various emerging markets. A growing body of research has also focused on how MNCs from emerging markets internationalize to compete in the global arena. There is unanimity amongst scholars that competing within emerging markets and internationalizing out of these markets require strategic choices that are markedly different from those prescribed in traditional models of MNC behavior (Aulakh & Kotabe, 2008; Contractor et al., 2007; Hoskisson et al., 2013; Luo & Tung, 2009; Meyer et al., 2009). But how MNCs learn and manage knowledge as they compete in and out of emerging markets has gained little scrutiny in the contemporary international business research (Lahiri, 2011; Peng et al., 2010). The aim of this JWB special issue is to foster scholarship that develops new theory and promotes novel empirical and practitioner insights on MNC learning and knowledge management (LKM) strategies in the context of emerging markets.

The importance, processes, and outcomes of LKM have been well documented in the literature. Organizational learning theory considers firms as cognitive enterprises. Although some overlaps exist between learning and knowledge management, the former can be considered a precursor of the latter. Through learning, organizations are able to create, acquire, and transfer knowledge and accordingly modify their behavior to reflect new knowledge and insights. Knowledge acquired as a result of learning allows firms to either reinforce or change organizational routines. Scholars have forwarded the notion of learning organizations, wherein individual-level learning is transferred to the organization level resulting in shared mental models. These mental models allow organizations to update their beliefs about various cause-effect relationships relating to themselves, their markets, and competitors, and devise strategies to adjust and respond to internal and external environments. Learning and consequent knowledge development is facilitated by firms’ experience, both positive and negative (Chang et al., 2012). Scholars agree that properly implemented LKM processes can be a source of competitive advantage. However, they also caution that firms can make erroneous strategic decisions if learning is based on biased representation of past reality.

To compete in foreign markets MNCs need to learn and gather knowledge about the local business environment including roles played by various stakeholders, business partners and competitors. Dealing with various components of learning (information acquisition, information dissemination, shared interpretation, and development of organizational memory) and knowledge management can be tricky as host nations may present institutional environments that may be ambiguous and uncertain to foreign MNCs. Therefore, MNCs may need to frame different LKM strategies that fit local contexts and allow them to compete over local rivals by grafting new knowledge or engaging in learning and knowledge gathering from others. Given that business environments in emerging markets are markedly different from those in developed nations, question arises as to how MNCs engage in LKM as they compete in and out of emerging markets and whether LKM processes differ owing to differences in MNCs’ home market attributes.

This special issue solicits scholarly contributions that advance our understanding of LKM strategies that (a) MNCs from developed nations deploy to enter and compete within emerging markets, and (b) MNCs from emerging markets utilize in their own internationalization processes. The following is an illustrative list of questions:

  • How do developed nation MNCs (DMNCs) learn and build knowledge from their prior entries into emerging markets? What strategies and structures do they employ to use existing knowledge to compete in emerging markets?
  • How do emerging market MNCs (EMNCs) learn and build knowledge from their prior internationalization moves out of their home markets? What strategies and structures do they employ to use existing knowledge to compete in developed markets or other emerging markets (Peng, 2012)?
  • How and why LKM strategies of DMNCs and EMNCs differ? In addition, how do these strategies differ across manufacturing and service sectors (Kundu & Merchant, 2008)?
  • Does affiliation with specific networks or business groups influence the KLM strategies of firms?
  • What role does distance (institutional, organizational, geographical) (Berry et al., 2010) play in the LKM strategies of DMNCs and EMNCs?
  • How do DMNCs and EMNCs organize resources and capabilities (Lahiri et al., 2012) to efficiently formulate and implement LKM strategies?
  • How do DMNCs and EMNCs institute policies, structures, and processes to facilitate LKM (Sun et al., 2012)?
  • How do LKM strategies affect global competitiveness and performance of DMNCs and EMNCs?

Submission process

Authors should email their manuscripts in Word (no PDF please) to all three Guest Editors (and copy Supervising Editor) with the subject labeled “Submission to JWB SI: Learning and knowledge management” by September 1, 2014. Manuscripts should be prepared in accordance with the Guide for Authors available athttp://www.elsevier.com/journals/journal-of-world-business/1090-9516/guide-for-authors. The anticipated publication date is 2016. All submitted manuscripts will be subjected to JWB’s blind review process.

Submitted manuscripts may be conceptual or empirical (quantitative or qualitative). Questions about the special issue may be directed at any of the following guest editors:

– Preet S. Aulakh, Guest Editor, York University, Canada (email: paulakh@schulich.yorku.ca)
– Sumit K. Kundu, Guest Editor, Florida International University, USA (email: kundus@fiu.edu)
– Somnath Lahiri, Guest Editor, Illinois State University, USA (email: slahiri@ilstu.edu)

 

References

Aulakh, P.S., & Kotabe, M. (2008). Institutional changes and organizational transformation in developing economies. Journal of International Management, 14(3): 209-216.

Berry, H., Guillén, M.F., & Zhou, N. (2010). An institutional approach to cross-national distance. Journal of International Business Studies, 17: 1-26.
Chang, Y., Gong, Y., & Peng, M.W. (2012). Expatriate knowledge transfer, subsidiary absorptive capacity, and subsidiary performance. Academy of Management Journal, 55(4): 927-948.

Contractor, F.J., Kumar, V., & Kundu, S.K. (2007). Nature of the relationship between international expansion and performance: The case of emerging market firms. Journal of World Business, 42(4): 401-417.

Hoskisson, R.E., Wright, M., Filatotchev, I., & Peng, M.W. (2013). Emerging multinationals from mid-range economies: The influence of institutions and factor markets. Journal of Management Studies (In Press).

Kundu, S.K., & Merchant, H. (2008). Service multinationals: Their past, present, and future. Management International Review, 48: 371-377.

Lahiri, S. (2011). India-focused publications in leading international business journals. Asia Pacific Journal of Management, 28(2): 427-447.

Lahiri, S., Kedia, B.L., & Mukherjee, D. (2012). The impact of management capability on the firm resource-performance relationship: Evidence from Indian offshore outsourcing service providers. Journal of World Business, 47(1): 145-155.

Luo, Y., & Tung, R.L. (2007). International expansion of emerging market enterprises: A springboard perspective.Journal of International Business Studies, 38(4): 481-498.

Meyer, K.E., Estrin, S., Bhaumik, S.K., & Peng, M.W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, 30(1): 61-80.

Peng, M.W. (2012). The global strategy of emerging multinationals from China. Global Strategy Journal, 2(2): 97-107.

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Thanks and Best regards,

-- Dr. Sumit K. Kundu Professor James K. Batten Eminent Scholar Chair in International Business Academic Director - Master's in International Business program Department of Management and International Business College of Business Administration Florida International University 345-B Ryder Business Building 11200 SW 8 Street Miami, FL 33199 USA Telephone: (305) 348-3251 Fax: (305) 348-6146 Email: kundus@fiu.edu

Call for papers: Emerging economy multinationals and home country effects: does origin matter?

Asia Pacific Journal of Management

Call for Papers for Conference and Special Issue on

EMERGING ECONOMY MULTINATIONALS AND HOME COUNTRY EFFECTS: DOES ORIGIN MATTER?

 

Deadline for submission: December 1, 2013

Conference venue: Copenhagen, Denmark

Conference dates: September 2014

Targeted publication date for the Special Issue: June 2015

 

Special Issue Editors:

Bersant Hobdari (Copenhagen Business School)

Peter Gammeltoft (Copenhagen Business School)

Klaus Meyer (CEIBS)

Jing Li (Simon Fraser University)

 

Over the last decade emerging market multinationals (EMNCs) have become important players in the world economy. This has led to increased interest in their behavior by academics and policy makers alike who are beginning to come to grips with the most important analytical and policy issues that affect the world economy due to the rise of EMNCs. A lively debate in the literature is discussing the applicability of lessons from the study of developed country multinationals to EMNCs, and the contributions that the study of EMNCs can offer to theories of the multinational enterprise in general.

Studies from developed economy multinationals recognize that both firm-specific and environmental factors help explain international diversification. Over the last decade, increasing attention has been given to the drivers of internationalization strategies of firms from emerging economies and evidence on the relationship between EMNCs’ competitive advantages and the nature of their internationalization strategies is beginning to emerge. In this context, extant literature has focused on aspects of home country environments as potential determinants of EMNCs’ advantages and internationalization processes. Erramilli, Agarwal and Kim (1997) observed “that firm-specific advantages are molded by home-country environment has received some empirical scrutiny and support.” Yet, there remain significant unresolved questions in the international business and strategic management literatures as to how the home environment of a firm impacts its international strategies and operations. The substantial increase in outward foreign direct investment from countries such as China and India emphasizes the importance of this question.

The global economy is shifting in ways that offer new opportunities and new challenges for firms from emerging economies. These firms often originate from institutional environments which are heterogenic and segmented, have co-evolved their structures and practices within idiosyncratic institutional environments, and need to overcome differences between diverse institutional settings in their foreign direct investments. These challenges are often compounded by limited organizational and managerial experience and capabilities to internationalize.

We believe that there are significant opportunities for improving our understanding of how home country environment affects various processes and outcomes that drive EMNCs, and thus to advance theories of the multinational enterprise. Consequently, we are soliciting empirical and theoretical work addressing these complex relationships between various forms of home country environmental heterogeneities and EMNCs. This special issue provides an opportunity to bring together the research of scholars from a diverse range of disciplinary traditions such as economics, sociology and political science. As such, the following list of potential research questions is merely illustrative of the broad range of studies that could fit in the special issue of Asia Pacific Journal of Management (APJM):

  •   How do EMNCs leverage political and social ties at home to gain access to and/or leadership in foreign markets, especially developed country markets?
  • How do the institutional framework and the resource endowment of the home country influence the patterns and processes of organizational learning and capability building that enable investments abroad?
  • From a co-evolutionary perspective, what are the dynamics of the interrelationship between institutional change and corporate strategy? How do EMNCs leverage their experience abroad to impact institutional development at home?
  • What is the extent and modalities through which emerging market governments influence the operations of EMNCs?
  • What distinguishes international investment strategies by state-owned and privately owned EMNCs? Is government ownership enabler or liability in internationalization?
  • What role do country of origin formal (regulatory) and informal (cultural) institutions play in pace of internationalization and degree of international commitments?
  • How do governance structures, such as ownership and managerial incentives, affect internationalization decisions and the success or failure of overseas operations?

All papers are to be submitted to the APJM website http://apjm.edmgr.com. The submission website is already open with the deadline for receipt of papers being December 1, 2013. No late submissions will be accepted. The format of submissions must comply with submission guidelines posted at the APJM website, and we have a marked preference for submissions which debate with, extend, and/or refute the indicative literature cited below. Please indicate that your submission is to be reviewed for the Special Issue on Emerging Economy Multinationals (choose “S.I.: EMNCs and Home Country Effects” during the submission process).

Papers will be double-blind peer-reviewed. We will make initial editorial decisions by June, 2014. Authors invited to revise and resubmit their work will be invited to present the papers at the APJM special issue workshop to be held at the conference on “Emerging Economy Multinationals” at Copenhagen Business School in Copenhagen, Denmark.

The papers accepted and presented at the workshop will be considered for publication in a special issue of the APJM. Presentation at the workshop does not necessarily guarantee publication in the special issue. The combination of a workshop and a special issue nevertheless follows a highly successful APJM initiative to bring out the full potential of authors and papers. For questions about the special issue, please contact Bersant Hobdari, Guest Editor, at bh.int@cbs.dk.

Indicative Contemporary Literature

Bhaumik, S.K., Driffield, N. & Pal, S., 2010. Does ownership structure of emerging market firms affect their outward FDI? The case of the Indian automotive and pharmaceutical sectors, Journal of International Business Studies, 41: 437-450.

Boisot, M. & Meyer, W. 2008. Which way through the open door? Reflections on the internationalization of Chinese firms, Management and Organization Review 4(3): 349-366.

Buckley P.J., Clegg J., Cross A., Rhodes, H., Voss H. & Zheng, P. 2008. Explaining China’s outward FDI: an institutional perspective’, in: Sauvant, K. ed., The rise of transnational corporations from emerging markets, Cheltenham: Elgar.

Chen Y.Y. & Young, M.N. 2010. Cross-border mergers and acquisitions by Chinese listed companies: A principal
–principal perspective, Asia Pacific Journal of Management 27(3): 523-539.

Cui, L. & Jiang, F. 2012. State ownership effect on firms’ FDI opwnership decisions under institutional pressure: A study of Chinese outward-investing firms, Journal of International Business Studies, online advance.

Dunning, J.H., 2006. Comment on ‘dragon multinationals: New players in 21st century globalization’, Asia Pacific Journal of Management 23, 139-142.

Erramilli, M. K., Agarwal S. & Kim S. 1997. Are Firm-Specific Advantages Location-Specific Too, Journal of International Business Studies 28(4), 735-757.

Filatotchev, I., Strange, R., Piesee, J. & Lien, Y.C. 2007. FDI by firms from newly industrialized economies in

emerging markets: Corporate governance, entry mode and location, Journal of International Business Studies, 38(4): 556-502.

Gammeltoft, P. 2008. Emerging multinationals: Outward FDI from the BRICS countries, International Journal

         of Technology and Globalisation, 4(1): 5-22.

Gubbi, S.R. Aulakh, P., Ray, S., Sarkar, M.B. & Chitoor, R. 2010. Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms, Journal of International Business Studies 41, 397–418.

Jormanainen, I. & Koveshnikov, A. 2012. International activities if emerging market firms: A critical assessment of research in top management journals, Management International Review, advance online.

Lin, W.-T., & Cheng, K.-Y. 2012. The effect of upper echelons’ compensation on firm internationalization. Asia Pacific Journal of Management. doi:10.1007/s10490-011-9261-9.

Luo Y.D., Xue Q. & Han B. 2010. How emerging market governments promote outward FDI: Experience from China. Journal of World Business 45(1): 68-79.

Mathews, J. A. 2006. Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23: 5-27.

Meyer, K.E. & Thaijongrak, O. 2013. The dynamics of emerging economy MNEs: How the internationalization process model can guide future research, Asia Pacific Journal of Management, in press.

Morck R., Yeung B. & Zhao M. 2008. Perspectives on China’s outward foreign direct investment. Journal of International Business Studies 39(3): 337-350.

Ramamurti, R. 2012. What is really different about emerging market multinationals? Global Strategy Journal 2(1): 41-47.

Tan, D. & Meyer, K.E. 2010. Business groups’ outward FDI: A managerial resources perspective, Journal of International Management, 16(2): 154-164.

Yang, H., Sun, S. L., Lin, Z., & Peng, M. W. 2011. Behind M&As in China and the United States: Networks, learning, and institutions. Asia Pacific Journal of Management, 28(2): 239-255.

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