Call for Papers
- Role and the Use of the Internet in Shaping and Advancing International Management
Deadline: June 30, 2017
- Collaboration across Boundaries: New Perspectives on Global Virtual Teams
Deadline: March 8, 2016
- Global Innovation Networks – Organizations and People
Deadline: March 1, 2016
- Developing Offshoring Capabilities for the Contemporary Offshoring Organization
Deadline: May 1, 2012
- Emerging Markets Firm Competitiveness: Internationalization, Innovation and Institutions (3Is)
Deadline: January 31, 2012
- The Concept of Distance in International Management ResearchDeadline: January 31, 2012
- 12th Annual International Business Research Forum: Diaspora Investment & Entrepreneurship: The Role Of People, Their Movements, and Capital in the International Economy
Deadline: June 30, 2011
- The Role of Headquarters in the Contemporary MNC
Deadline: November 30, 2010
- 11th Annual International Business Research Forum: Frontiers of Research in International Business: Organizational Form and Function in the 21st Century
Deadline: January 30, 2010
- 10th Annual International Business Research Forum: Beyond Silicon Valley: How Emerging Economies are Re-shaping Global Entrepreneurship
Deadline: January 15, 2009
- Special Issue –50 years of IB Research: What have we achieved, and what have we not yet achieved?
Deadline: July 31, 2008
- 2nd Annual Offshoring Research Network Conference and Workshop and
9th Annual International Business Research Forum on International Sourcing
Temple University, Philadelphia
April 3-5, 2008
Organizers: Masaaki Kotabe and Ram Mudambi
Due By: January 7, 2007
- Institutional Changes & Organizational Transformations in Developing Economies
Deadline: January 15, 2007
- Third-World Multinationals And Global Competition
Deadline: July 15, 2006
- New Directions in Global and International Strategy Research: Beyond the Transnational
Deadline: June 30 2006
- Special Issue: The Role of Corporate Social and Environmental Responsibility in International Business
Deadline: February 1, 2006
- International Outsourcing Services: Expanding the Research Forum
Deadline: December 16, 2005
- International Entrepreneurship, Management and Competitiveness in Transforming and Emerging European Economies
Deadline: September 1, 2005
- Global Security Risks and International Competitiveness
Deadline: April 1-2, 2005
- Micro-politics and Conflicts in Multinational Corporations
Deadline: January 31, 2005
- Megatrends in World Cultures and Globalization, 12/31/04
Deadline: December 31, 2004
- Corporate Governance and Accountability in Multinational Enterprises(PDF file)
Deadline: March 31, 2004
- Information Technology and International Business Theory and Strategy Development(PDF file)
Deadline: December 19, 2003
Guest editors: Peter Ørberg Jensen, Marcus Møller Larsen and Toben Pedersen, Copenhagen Business School
1. Purpose of Special Issue
Offshoring—or the international relocation of disaggregated firm value chain activities in captive, collaborative or outsourced governance modes—is increasingly gaining popularity among practitioners as a competitive practice and among academics as an attractive research phenomenon. Driven by an array of different motives, including costs, resources and markets, offshoring has indeed reached unprecedented levels in recent years. This has particularly been manifested in the surge in offshoring of knowledge intensive activities such as research and development to emerging economies in addition to the offshoring of more conventional manufacturing activities.
However, as firms increase the scale and scope of their offshoring activities, managers often find that their organizations are becoming growingly complex and subject to a new set of international management and organization challenges. For example, firms discover that their organizational activities and interdependences that originally were collocated in the home country are now becoming effectuated by cultural, institutional, political and geographical distances. By relocating and reconfiguring organizational activities on a global scale, firms also realize that the process of re-integrating the activities into an orchestrated organizational whole incurs substantial unexpected costs that eventually can undermine the initial rationale of the offshoring decision. Moreover, many firms engage in offshoring decisions and implementations as ‘trial-and-error’ practice without specific knowledge on the consequences of relocating collocated organizational activities.
The purpose of this Special Issue is to investigate the concept of the offshoring organization and how it can develop offshoring capabilities to cope with the challenges of managing an organization of disaggregated and relocated activities. Little international management and organizational research has investigated the offshoring organization in a systematic and dedicated way. Rather, most offshoring research is dedicated to themes relating to why firms choose to offshore, where they offshore to, and what outcomes they achieve. Yet, we posit that the offshoring organization is a promising research agenda to pursue. For example, many firms—particularly from smaller economies—are due to competitive pressures forced to relocate large portions of their value chain activities to foreign locations to reduce costs, access resources and gain market proximity. Some firms even undergo relocation processes where they end up with only headquarters and few other strategic activities in the home country. This might suggest that a key capability of the offshoring organization is to successfully integrate globally dispersed and disaggregated value chain activities into a concerted whole.
Some of the underlying issues highlighted in this Special Issue have been discussed in the international management and organization literature for a long time. Yet, as the offshoring phenomenon scrutinizes the actual relocation of organizational activities that originally were collocated instead of other, more market driven internationalization processes, we believe that it offers a highly fertile research grounds to test, challenge and extend assumptions underlying theories on international management and organization.
2. Examples of research themes and questions for the Special Issue
We encourage researchers to investigate issues related to the contemporary offshoring organization and offshoring capabilities. Particularly, we welcome submissions drawing on and extending existing organizational design theories that will enhance our understanding of the offshoring organization. Both theoretical and empirical submissions are welcome, and the following list of themes and questions are meant to be illustrative, not exhaustive, and to provide an indication of topics we are interested in for this Special Issue.
- How do we conceptualize the contemporary offshoring organization?
- What are offshoring capabilities and how can firms develop them?
- What are the organizational consequences of value chain fine-slicing and geographical dispersion?
- How do firms organize the interfaces and interdependences between the geographically dispersed activities?
- How do distances (cultural, geographical, institutional, etc.) affect the organizational interdependences within the firm?
- What is the role of organizational learning in the offshoring process and how do we conceptualize this?
- How does the organizational design of offshoring evolve over time?
- What is the role and consequences of organizational complexity in offshoring and how do firms deal with this?
- What are the (hidden) costs of offshoring and how can we measure these?
- How do firms plan and implement different organizational forms (such as modularity) in the offshoring organization and what are the consequences of this?
3. Submission Instructions
The deadline for submission of manuscripts is May 1st, 2012. Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors:http://sbm.temple.edu/jim/authors.html. Manuscripts should be electronically submitted to the Guest editors email@example.com. All submissions will be subject to the regular double-blind peer review process at JIM.
4. Contact details
Please direct any questions regarding the Special Issue to one of the guest editors.
- Peter Ørberg Jensen (firstname.lastname@example.org)
- Marcus Møller Larsen (email@example.com)
- Torben Pedersen (firstname.lastname@example.org)
Emerging Market Firm Competitiveness: Internationalization, Innovation and Institutions (3Is)
Guest Editors: Sid Gray, Vikas Kumar and Ram Mudambi
Emerging market firms (EMFs) are increasingly gaining prominence in the global economic arena as a result of the following three inter-related phenomena. First, many EMFs have expanded their operations internationally, not only into other emerging and developing economy markets but also into developed economy markets such as the US, UK and Australia. A significant number have done so in an accelerated fashion (Mathews, 2006), using large-scale mergers and acquisitions. Some claim that this has enabled them to ‘leapfrog’ certain stages of internationalization (Luo and Tung, 2007), resulting in widespread attempts at theorizing this new phenomenon (Gammeltoft, Barnard, and Madhok, 2010; Guillen and Garcia-Canal, 2009).
Second, there is an on-going re-configuration of the location profile of innovative activity. The extent of R&D and other knowledge-intensive activities conducted by business enterprises, in emerging markets is increasing rapidly: in fact more than half of the top 1000 global firms had R&D centers in China or India by 2005 (UNCTAD, 2005; Bruche, 2009). This dispersion in the location of innovation is being fuelled on the one hand by EMFs striving to catch-up and move up the value chain (Mudambi, 2008) and on the other hand by advanced economy multinationals investing heavily in emerging markets to take advantage of relatively low cost (and increasingly sophisticated) local resources. We are even beginning to see emerging markets being used in the development of novel products that can be used world-wide, a phenomenon termed ‘reverse-innovation’ (Immelt, Govindarajan, and Trimble, 2009).
Finally, a crucial characteristic of most emerging markets over the last two decades has been continuous institutional evolution, especially with regard to economic liberalization. This led to significant foreign direct investment with the associated benefits of valuable spillovers of diverse and advanced knowledge into the local economy. These favourable institutional environments have also enabled some EMFs to become world leading firms in their own right (Khanna and Palepu, 2006). Rapid institutional change also provides opportunities within which novel forms of entrepreneurship arise and flourish (Hill and Mudambi, 2010).
This special issue aims to continue the body of work developed in the Journal of International Management (e.g., Aulakh and Kotabe, 2008; Chittoor et al, 2008) by adding the perspective of innovation to that internationalization and institutional change. In so doing, we will advance our understanding of EMF competitiveness by exploring the dynamic interactions amongst all the 3 I’s, internationalization, innovation and institutions. We welcome papers from a variety of contexts that advance our theoretical and empirical understanding of EMFs in the context of the 3Is. Some illustrative questions that we seek to address through this special issue are:
- What are the different types of innovation that EMFs are engaged in? How do these different innovations impact internationalization strategies of such firms? What type of innovation by EMFs is most useful for internationalizing into advanced economy markets?
- How global is innovation activity in emerging markets? What is the role of emerging market institutions in shaping the innovative ability of EMFs as well as that of advanced economy multinationals operating in emerging markets?
- Do innovations in emerging markets, especially those conducted by EMFs, mainly target niche markets within the domestic economy? To what extent can ‘reverse innovation’ guide the innovation strategy of both EMFs and advanced economy multinationals?
- Is innovation by EMFs critical to their success in other emerging markets? How does innovation activity differ in its impact on internationalization strategy of different types of EMFs based on firm size, industry, group affiliation and other firm level characteristics?
- What specific facets of internationalization strategy – entry mode, scale of entry, foreign partner choice, bargaining power with foreign entities including government institutions, short term returns, long term success, and the like – are most impacted through the innovative activity of emerging market firms?
- How does innovation being conducted by foreign multinational firms in emerging markets spillover to other emerging market firms? Does it affect their internationalization strategy and if so, how?
Aulakh, P.S. and Kotabe, M. 2008. Institutional changes and organizational transformation in developing economies.
Journal of International Management, 14(3): 209-216. Bruche, G. 2009. The emergence of China and India as new competitors in MNCs’ innovation networks. Competition & Change, 13(3): 267-288.
Chittoor, R., Ray, S., Aulakh, P., and Sarkar, M.B. 2008. Strategic responses to institutional changes: ‘Indigenous Growth’ model of the Indian pharmaceutical industry. Journal of International Management, 14(3): 252-269. 2008.
Gammeltoft, P., Barnard, H., and Madhok, A. 2010. Emerging multinationals, emerging theory: Macro- and micro-level perspectives. Journal of International Management, 16: 95-101.
Guillen, M. and Garcia-Canal, E. 2009. The American Mmodel of multinational firm and the “New” multinationals from emerging economies, Academy of Management Perspectives, 23(2): 23-35.
Hill, T.L. and Mudambi, R. 2010. Far from Silicon Valley: How emerging economies are re-shaping our understanding of global entrepreneurship. Journal of International Management, 16: 321-327.
Immelt, J.R., Govindarajan, V. and Trimble,C. 2009. How GE is disrupting itself. Harvard Business Review, 87(10): 55-65.
Khanna, T. and Palepu, K.G. 2006. Emerging Giants: Building World-Class Companies in Developing Countries. Harvard Business Review, 84(10): 60-69.
Luo, Y. and Tung, R.L. 2007. International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38(4): 481-498.
Mathews, J.A. 2006. Dragon multinationals: new players in 21st century globalization. Asia-Pacific Journal of Management, 23(1): 5-27.
Mudambi, R. 2008. Location, control, and innovation in knowledge-intensive industries. Journal of Economic Geography, 8(5): 699-725. UNCTAD, 2005. World Investment Report. Geneva: The United Nations.
The deadline for submission of manuscripts is January 31, 2012. Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors:http://sbm.temple.edu/jim/authors.html. Manuscripts should be electronically submitted to:Vikas Kumar:email@example.com. Please be sure to note “Special Issue on Emerging Market Firm Competitiveness,” when submitting your manuscript.
Please direct any questions regarding the Special Issue to one of the guest editors.
The Concept of Distance in International Management Research
Special Issue Guest Editors:
Björn Ambos – WU Vienna
Lars Håkanson – Copenhagen Business School
Journal of International Management (JIM) Focused Issue on Distances – Call for Papers
Since the inception of the field, ‘distance’ has been central to international business research, both in terms of its possible direct impact on international management activities and as a control variable. For two decades, the predominant practice has been to approximate country differences with a single measure, the ‘cultural distance’ index proposed by Kogut and Singh (1988). Summarizing country differences in the cultural dimensions defined by Hofstede (1980), the Kogut and Singh index has become the paradigmatic operationalization of both managers’ ex ante perceptions of foreign countries prior to entry and the ex post ease or difficulty of operating in a foreign environment as well as a mediating influence for a range of other phenomena. However, following Shenkar’s (2001) seminal critique, a range of articles have questioned the reliability and validity of the index to an extent that has made its employment seem increasingly untenable.
It is against this background that this call for papers should be seen. The aim of this focused issue of JIM is to contribute both towards a better theoretically founded understanding of relevant dimensions of country distances and towards new, more valid and reliable operational constructs of distance that can feasibly be employed in empirical research.
To this end, this call for papers includes both theoretical contributions and empirical applications of distance related concepts and in international business research. The following list of issues is suggestive, rather than exhaustive:
- What are the relevant dimensions of distance in IB research? How do these differ depending on whether you study ex ante decisions regarding, for example, export market selection or entry modes, or the ex post performance of subsidiaries and joint ventures?
- How stable are distance perceptions and measures thereof over time and between different individuals?
- Which distance measures (cultural, geographic, psychic, institutional, etc.) are relevant for which purposes? Can these be operationalized in ways that are not only practical and convenient but also valid and reliable?
- What are the implications of abandoning the analogy with geographical distance as a nodal/dyadic concept with symmetric and linear properties? What does it mean to say that distances are sometimes asymmetric?
- How can configurational measures of distance, such as those developed in social network analysis, be applied to the study of international business phenomena, such as the properties of MNE subsidiary networks or multinational teams?
- How are distance perceptions formed? What are the theoretical and empirical links between subjective perceptions and ‘objective’ measures of distance?
The deadline for submission of manuscripts is January 31, 2012. Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors:http://sbm.temple.edu/jim/authors.html. Manuscripts should be electronically submitted to:http://ees.elsevier.com/intman. Please be sure to note “Special Issue on Distance,” when submitting your manuscript.
Please direct any questions regarding the Special Issue to one of the guest editors.
Diaspora Investment & Entrepreneurship: The Role Of People, Their Movements, and Capital in the International Economy
Organizers: Masaaki Kotabe, Liesl Riddle, Petra Sonderegger, and Florian Täube
October 15, 2011
Temple University,Philadelphia, PA 19122
Significant scholarly attention in international business has been paid to cross-border movements of financial capital through foreign direct investment, portfolio investment, and international entrepreneurship. The transnational flows of people and the different types of capital that they possess has received lesser attention. Communication and transportation innovations associated with globalization now enable migrants to stay in contact with and visit their countries of origin more easily and cheaply than ever before. This has given rise to the pheonomenon of “diasporas,” groups of emigrants who leave their countries of origin for a prolonged period of time but still demonstrate a strong link with their migration history and a sense of co-ethnicity with others of a similar background.
Diasporans often invest in their home countries through direct and portfolio investment or through the establishment of new ventures in their homelands. Diaspora capital—human, social, and financial—may be a useful development resource for migration-sending countries, many of which are among the most capital needy in the world. With the help of the Chinese diaspora, China has won the race to become the world’s factory. In a similar vein, with the help of the Indian diaspora, India could become the world’s technology lab. Capital from diaspora investment and entrepreneurship also has played an important role in industrialized countries, such as Israel, Ireland, and Italy, furthering economic growth and innovation.
Diaspora investment and entrepreneurship are now recognized as a new frontier in the literature regarding foreign investment and developing countries. This conference will bring together scholars from around the world investigating this growing area of international business research.
The Research Forum encourages the submission of research aimed at understanding the causes, processes, and impacts of diaspora investment and entrepreneurship. Both theoretical and empirical pieces will be considered. We are open to both quantitative and qualitative methodologies; theory-building case studies are invited (teaching cases cannot be considered). Possible areas of research inquiry include but are not limited to:
Impact of Diaspora Networks on Diaspora Investment and Entrepreneurship.Diasporas are often conceptualized as networks of people, and research on diasporas builds on this notion and flows of and within such networks. Networks help diasporans overcome various challenges such as language, foreignness etc., that result in positive economic effects in the homeland, such as the evolution of the IT industry in India. To what extent do diasporan investors and entrepreneurs benefit from these networks and knowledge about their country of origin markets? To what extent—if at all—do they suffer the liability of foreigness when operating in their countries of origin?
Diaspora Investment Motivation. Diaspora investment has been driven by both pecuniary and non-pecuniary investment interests. More recent work has examined the social and emotional motivations for diaspora investment in conflict-affected countries. Why are diasporans interested in investing in their countries of origin? To what extent do diaspora investment motivations differ across country-of-origin contexts?
The Process of Diaspora Investment and Entrepreneurship. The process of homeland investment is influenced by a host of factors such as altrusim and agency that can extend beyond family and close kin. Acculturation and (re-)contextualization also are genuine factors that affect the context of diaspora investment and entrepreneurship. What are the specific challenges or advantages that diaspora investors and entrepreneurs face and to what extent and why might these challenges or advantages differ from those faced by non-diaspora investors and entrepreneurs?
Diasporas and Multinational Enterprises. As employees of MNCs, some diasporans play influential roles in the foreign-market entry decision-making process, often encouraging their employers to at least investigate the possibility of investing in the diasporan’s country of origin. To what extent do diasporan managers employed by MNCs affect the foreign-market location decisions made by their firms? Are MNCs’ foreign market entry mode choices affected by the opinions and/or involvement of diasporan managers?
Impact of Diaspora Investment and Entrepreneurship. Diaspora investment/entrepreneurship generates new jobs and increased income, turns “brain drain” into “brain gain,” contributes to the diffusion of technology and production knowledge, assists in the internationalization of domestic firms, and stimulates foreign investment from non-diaspora sources. Are there other economic, social, and/or political spillover effects that result from this type of foreign investment and international entrepreneurship?
Diasporas and Government Policy. Many diasporas themselves are organizing to advocate for policy reforms to create stronger business-enabling environments in their countries of origin. Some country-of-origin governments are seeking creative ways of promoting diaspora investment. The positive development impact of diaspora investment and entrepreneurship for migration-sending countries has been widely recognized by many in the policy community, including the United Nations, the World Bank, and the US Agency for International Development. To what extent are diasporas affecting institutions and policy frameworks in their countries of origin? How can government policy stimulate interest in and facilitate diaspora investment and entrepreneurship? What challenges do they face in doing so?
Manuscript Submission: The forum will consider proposals for research presentations, panels and poster sessions. If you are submitting a panel, please ask all panelists to email indicating that they will attend if the panel is accepted. Manuscripts and panel proposals should be prepared in accordance with Journal of International Management’s Style Guide for Authors available at:http://fox.temple.edu/jim/authors.html. All manuscripts should be submitted electronically by June 30, 2011, at:http://ees.elsevier.com/intman. Manuscripts are submitted with the understanding that they are original, unpublished works and are not being submitted elsewhere. Please direct any questions regarding the research forum to either of the co-chairs, Masaaki Kotabe (firstname.lastname@example.org), Liesl Riddle (email@example.com), Petra Sonderegger (firstname.lastname@example.org), and Florian Täube (email@example.com). Additional information about the Annual IB Research Forum may be found on our website at:http://www.fox.temple.edu/conferences/ibrf//. The best papers from the forum will be published in a Special Issue of the Journal of International Management.
Special Issue Guest Editors:
Ulf Holm – Uppsala University
Francesco Ciabuschi – Uppsala University
Henrik Dellestrand – Uppsala University
In the past several decades, research has added more complexity to the attributes of the multinational corporation (MNC) and to the context within which it operates. This has led to a need to extend beyond existing models as global markets and MNCs have continued to evolve during this period, owing to globalizing trends in technologies, financial markets, society and culture. Researchers have accordingly developed and extended models of the MNC. We pose that one consequence of this development is that, to date, we have little insight into the types of headquarters activities and how the role of headquarters should be conceptualized.
Researchers have frequently observed that subsidiaries have different roles within the MNC, and that solely relying on their parent company for resources and to exploit its competitive advantage can be considered too simplistic a statement. Subsidiaries are often described as being organized in networks of relationships spanning country borders, making researchers pay increased attention to lateral relations and integration among subsidiaries. Contemporary research has developed new ways to model the business environment. Traditionally, the environment has been described as “aggregated forces,” expressed through concepts such as competition, complexity, concentration and dynamics. This view has been used in contingency based theories on organizational design of MNCs. More recently, an alternative view of the MNC environment has been presented emphasizing the importance of specific relationships and business networks. Within this view, it is argued that the dependence on subsidiaries’ external resources affects the control and resource flows in headquarters-subsidiary relationships, and that subsidiary embeddedness (i.e., customer and supplier relationships) is crucial for the development of new competencies and is of strategic value for the creation of MNC competitive advantage.
What implications does this research have for the role of headquarters? Clearly, the “contemporary” attributes described above render the models of the MNC progressively more complex. Alongside headquarters, several other corporate actors control valuable resources and participate in the creation of the MNC competitive advantage. Resources and knowledge external to the MNC are increasingly described as crucial, and the business networks spanning the legal border of the firm have diminished the meaning of the distinction between the corporate and the external context. If we accept the existence of diffused resource control, the competence creation of subsidiaries and the relevance of corporate and external networks of the MNC, the scope of managerial responsibility of headquarters must have become much more “complicated”. We obtain a picture of headquarters on one side being involved in multifaceted subsidiary relationships, sometimes dependent on the subsidiaries’ knowledge and sometimes directly influenced by subsidiaries in its decision making; on the other side, headquarters sometimes struggles with understanding and coping with the influence of external business relationships in different markets.
Research themes and questions for the Special Issue
Few studies so far have investigated the role of headquarters in a systematic way, and we still know little about the extent and type of activities headquarters undertake in relation to the complexity pictured in contemporary research.
A promising research agenda is how to study headquarters within different theoretical frameworks. For example, an increasingly dynamic business environment should increase the problems of organizational design and increase the “uncertainty problem” of headquarters, as assumed by contingency theory. Another example is that increasing environmental dynamics and resource diffusion within the MNC increases the goal incongruence and information asymmetry problem, as assumed within agency theory. How does this affect the headquarters’ ability to formulate corporate goals and its use of control mechanisms? Further, the ability to transfer and combine knowledge and capabilities has been stressed within evolutionary theory, resource based view, and dynamic capabilities view. Given that we accept the existence of diffusion of resources and power, and that headquarters lack knowledge about subsidiaries and external networks, we can expect that headquarters managers are not always effective or efficient in their attempts to organize MNC activities. This has implications for how headquarters is perceived by corporate units at different levels and among units that carry out different roles. Moreover, the MNC has been described as an internal market for resources, but knowledge is scarce regarding how headquarters evaluate where resources are needed, and how it distributes them given the MNC internal and external heterogeneities. This connects to questions of how headquarters acquire knowledge about its internal and external environment
Recognizing the contemporary descriptions of the MNC in the literature, it becomes clear that the role of headquarters and its managerial tasks have become increasingly complex. Scrutinizing the literature, we find that headquarters should, for instance, create new business, facilitate the creation of corporate links, plan and implement norms, and maintain shared values and common goals. Furthermore, headquarters should survey several specific environments, and when the environment becomes turbulent, the consequences for individual subsidiaries and the wider corporate network should be evaluated and handled to ensure competitive advantage. One preliminary interpretation is that the role of headquarters is more critical than ever, as complexities require more active management. Without active managerial direction from, or involvement of, headquarters, there is a risk of lower achievement in generating economies of scale and scope in terms of not having efficient internal capital markets, or in optimizing the sharing of core competences to sustain competitive advantage. However, there are plenty of reasons to doubt such a pivotal role and we still need to determine what exactly the role really is, and when and how it adds to, or destroys, corporate value creation.
All this poses new challenges to research. We wish to encourage researchers to investigate the role of the MNC headquarters as the current understanding is incomplete. In connection, Mintzberg wrote in 1971 that the received management literature describes vague objectives of managerial work and what managers actually do remains essentially unanswered. This was true then and it is true today, especially when it concerns the role of headquarters in the contemporary MNC.
Examples of themes and research questions for the Special Issue:
- What are the activities of headquarters, and how are they organized?
- How does headquarters manage internal and external networks?
- What is the role of headquarters control mechanisms in the “network MNC”?
- The effectiveness of strategic planning and problems of organizational design.
- Who and what influences headquarters managers’ decision-making? How does headquarters make resource allocation decisions?
- How is the role of headquarters perceived by its subsidiaries?
- Headquarters and the internationalization process.
- New characteristics and functions of headquarters.
- Do MNCs headquartered by or operating in, for example, emerging economies, BRIC countries or the triad region, face any specific challenges and/or operate in any specific way?
The above themes and questions are meant to be illustrative, not exhaustive, and to give an indication of topics we are interested in for this Special Issue.
Scope of the Special Issue
Submissions for the Special Issue are encouraged from all methodological and theoretical perspectives. Thus, for this Special Issue we welcome both conceptual and empirical papers dealing with the role of headquarters in the MNC.
The deadline for submission of manuscripts isNovember 30, 2010. Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors: http://sbm.temple.edu/jim/authors.html. Manuscripts should be electronically submitted to Henrik Dellestrand, at firstname.lastname@example.org
Please direct any questions regarding the Special Issue to one of the guest editors.
Frontiers of Research in International Business: Organizational Form and Function in the 21st Century
Co-Chairs: Ram Mudambi, Temple University, and Tim Swift, St. Joseph’s University
Temple University, Philadelphia
April 10-11, 2010
Preet Aulakh, York University
Donna DeCarolis, Drexel University
Andrew Inkpen, Thunderbird Graduate School of International Management
Mahesh Joshi, George Mason University
Yadong Luo, University of Miami
Vikas Mittal, Rice University
Arvind Parkhe, Temple University
International business focuses on a group of firms that face distinctive decision making problems. Multinational enterprises (MNEs) control value chains that are disrupted by country-specific transport costs, government restrictions differences in tastes and production conditions. Such firms face two fundamental challenges. The first concerns controlling the costs that arise from the complexities of multinational activity. These include a diverse set of tasks such as managing the impact of exchange-rate variations, differences of national culture, customs and law, practices that constrain employee compensation, evaluation practices and so on. The second concerns creating value through leveraging their international networks to foster innovation and knowledge. This includes using their subsidiary networks, which serve as local extensions that tap into knowledge clusters, or develop into geographic centers of excellence. Thus, the subsidiary network can serve as a means of creating new technological, managerial and marketing competencies.
The Research Forum encourages the submission of cutting edge research aimed at defining the future of the multinational enterprise.Submission deadline: January 30, 2010
The following areas of research are illustrative, but not exhaustive:
- Geography and value creation: The global organization of the value-adding activities of multinational enterprises and the interplay between the organization of these activities and the characteristics of their locations. This includes off-shore value production and international logistics systems.
- Knowledge integration: MNEs are typically large firms that excel at combining and recombining diverse bodies of knowledge in order to create value. This process of knowledge integration is still not well understood. Research proposals studying these processes are particularly welcome.
- International corporate entrepreneurship: It is now recognized that MNE innovation requires a considerable degree of entrepreneurship within the confines of the firm. How is such entrepreneurship fostered, nurtured and managed?
- Multinationals from Emerging Market Economies: In recent years, we have seen the evolution and emergence of high profile multinationals from emerging market economies. This phenomenon creates interesting research opportunities related to the motivations and paths of the emergence of these new multinationals, their management of foreign subsidiaries, inward and outward knowledge flows, among others. Research that provides new theoretical and empirical insights on these multinationals as well as cross-national comparative research on emerging MNEs from diverse developing countries is welcome.
- Technological clusters: Highly tacit R&D-based knowledge resides in certain geographic areas known as “technological clusters,” where R&D work that involves highly tacit knowledge can be performed by R&D scientists that are co-located. Yet extant research offers contradictory insights on the value of locating R&D activities within technological clusters. Do firms that locate their R&D activities within technological clusters have different levels of innovative performance than firms that do not?
- Radical vs. incremental innovation: A common perspective is that innovation can be characterized as either breakthrough or incremental. Are MNE’s better suited to conduct radical or incremental innovation? How do MNE approaches to radical vs. incremental innovation differ?
- Networks: The study of international networks, both intra- and inter-organizational, their strategies, consequences, and performance outcomes.
- Boundary-spanning: MNEs must facilitate cooperation across national and cultural boundaries. Boundary spanners are entities that facilitate relationships between groups with divergent aims. How do boundary-spanners function within MNEs? In what ways do boundary-spanners enhance interaction between MNE business units? Do boundary-spanners influence the effectiveness or efficiency of the MNE value chain?
The forum will consist of competitive sessions, panels and poster sessions. If you are submitting a panel, please ask all panelists to email indicating that they will attend if the panel is accepted.
Papers and panel proposals should be emailed by January 30, 2010 to:email@example.com
Director, Temple CIBER
& Institute of Global Management Studies
Managing Editor, Journal of International Management
Fox School of Business, Temple University
506 Alter Hall, 1801 Liacouras Walk
Philadelphia PA 19122, USA
Beyond Silicon Valley: How Emerging Economies are Re-shaping our Understanding of Global Entrepreneurship
Co-Chairs: Ram Mudambi and T.L. Hill, Temple University
Temple University, Philadelphia
April 17-18, 2009
Globalization is increasingly multi-directional, with trade, knowledge and capital flowing as much from and between emerging economies as from and between developed ones. Similarly, the internationalization trajectories of emerging firms are increasingly diverse – following fault lines of opportunity determined as much by market compatibility with given business models and the shape of top management team networks as by conventional considerations of market, political and cultural similarities and stability. Further, entrepreneurial firms increasingly draw innovations and resources from multiple capital markets and centers of excellence, often operating as multinationals from their earliest days. The central question for this special issue on Global Entrepreneurship is how these trends – and especially the rapid rise of emerging economies with their own entrepreneurial hotspots – affect both patterns of entrepreneurship and our understanding of the entrepreneurial process.
Possible areas of research inquiry include:
- Product, service and firm trajectories. Several theories of product, service and firm development emphasize how products and services arise in response to local market needs and are then adapted for sale in additional markets. Do these theories hold for products or services developed to serve customers at the bottom of the pyramid? How does design for the bottom of the pyramid change product and service design, business models and internationalization trajectories? Coping with competition from all sides. One of the consequences of increased globalization is competition from unexpected quarters as entrepreneurial firms arise from new and emerging centers of innovation and value creation. How does the increased complexity and geographical diversity of the competitive environment affect the entrepreneurial process? The requirements for success?
- Managing institutional challenges. In part, entrepreneurship involves a struggle to establish the legitimacy of new ideas, technologies, transactional norms and even language – not to mention the firm itself. How do entrepreneurs manage the struggle for legitimacy across multiple – and changing – institutional settings? How does this struggle affect the growth trajectory and structure of emerging firms?
- Availability of capital. Arguably, one of the limiting factors for entrepreneurship in new locations and at a global level is the availability of financing mechanisms including angel and venture capital. What factors affect the availability and distribution of investment capital in various economies? At a global level? What are the roles of established modes and concentrations of capital – e.g., family firms, government-owned firms, public firms, government funds, pension funds – in the promotion of, or resistance to, entrepreneurial firms? How does globalization affect the traditional role of social networks in the matching and governance of investments and entrepreneurial firms?
- Cluster effects. Industries, and especially innovations, seem to emerge from geographic clusters of firms and universities. How is globalization changing the importance and shape of such clusters? Is it possible for clusters to be virtual and unanchored in geographic space? Which governmental policies or initiatives, if any, have been effective in catalyzing the growth of local and virtual clusters?
- Possible, social, political, cultural and environmental limits to global entrepreneurship. What impact do shifting governmental policies and social and political attitudes have on the prospects for global entrepreneurship? Given the catalytic role of communication and transportation technologies in the growth of global firms, how will changing environmental realities shape the opportunity structure for entrepreneurship?
Manuscript Submission: Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors available at:http://sbm.temple.edu/jim/authors.html. All manuscripts should be submitted electronically by January 15, 2009 to Kim Cahill, Managing Editor, Journal of International Management, at firstname.lastname@example.org. Manuscripts are submitted with the understanding that they are original, unpublished works and are not being submitted elsewhere. Please direct any questions regarding the research forum to either of the co-chairs, Ram Mudambi (email@example.com) or T.L. Hill (firstname.lastname@example.org). Additional information about the Annual IB Research Forum may be found on our website at:http://sbm.temple.edu/conferences/ibrf/
The best papers from the forum will appear in a Special Issue of the Journal of International Management. The deadline for submission of manuscripts isJanuary 15, 2009. Manuscripts should be prepared in accordance withJournal of International Management’sStyle Guide for Authors:http://sbm.temple.edu/jim/authors.html. Manuscripts should be electronically submitted to Kimberly A. Cahill,JIMManaging Editor, email@example.com
Guest Editors: Yair Aharoni,Tel-Aviv University
David Brock,Ben-Gurion University
International business as an academic discipline has grown over the last 50 years. Half a century marks the time for reflection on two directions. The first is to look back at what has been achieved thus far in terms of the development of IB as an academic research field. The second direction is forward-looking, speculating on future trends and developments one should expect both in the international environment within which business will operate; and the concepts, methodologies and theories called for to explain these trends and to be useful to managers.
On the first aspect, we will consider papers summarizing what has been achieved, and surveying the achievements of the academic field of International Business over its first generation. What advances have been made, what theories have been developed, what useful constructs have been developed, and what significant empirical findings have been discovered? We also welcome contributions analyzing what theories have not stood the test of time, the reasons for this, and what concepts have not proved useful – including why.
We also encourage papers speculating on future trends and developments in all aspects of the international arena. What still needs to be done to build an adequate theory of international business or specific components of such a theory? What has not yet been achieved, and we still do not understand?
Papers may take varying methodologies and approaches: conceptual, theory building, and empirical. We are keen to see speculations and thinking pieces. Submissions may draw on history, geography, political theory, economics/trade, emphasize a specific set of developments or a specific region. Papers may attempt to deal with any theoretical field within international business, be it the multinational enterprise, comparative business-government relations, reasons for direct foreign investment, internationalization theory, strategic alliances and so on.
The deadline for submission of manuscripts isJuly 31, 2008. Manuscripts should be prepared in accordance withJournal of International Management’sStyle Guide for Authors:http://sbm.temple.edu/jim/authors.html. Manuscripts should be electronically submitted to Kimberly A. Cahill,JIMManaging Editor, firstname.lastname@example.org.
Please direct any questions regarding the Special to either of the guest editors:
2nd Annual Research Conference and Workshop on International Sourcing
9th Annual International Business Research Forum
Temple University, Philadelphia
April 3-5, 2008
Organizers: Masaaki Kotabe and Ram Mudambi
Best Paper – $1,000
Honorable Mention – $500
Global sourcing strategy generally refers to management of (1) logistics identifying which production units will serve which particular markets and how components will be supplied for production and (2) the interfaces among R&D, manufacturing, and marketing on a global basis. The primary objective of global sourcing strategy is for the firm to exploit both its own and its suppliers’ competitive advantages and the comparative locational advantages of various countries in global competition. From a contractual point of view, the global sourcing of intermediate products such as components and services by firms takes place in two ways: 1) from the parents or their foreign subsidiaries on an “intra-firm” basis (i.e.,insourcing) and 2) from independent suppliers on a “contractual” basis (i.e.,outsourcing). Similarly, from a locational point of view, multinational firms can procure goods and services either (1) domestically (i.e., onshoring) or (2) from abroad (i.e., offshoring).
In the last 15 to 20 years, we have observed three waves of global sourcing. The first wave, starting in the mid-1980s, was primarily focused on global sourcing of manufacturing activities. Large manufacturing firms increasingly set up their operations globally and began to use suppliers from many countries to exploit best-in-world sources. As a consequence, supply chains became more global and complex, with manufacturing firms sourcing from suppliers in many countries for raw materials, intermediate and final products.
A second wave started to occur in the early 1990s, when firms decided to start eliminating their information technology (IT) departments that had grown substantially. As IT itself had become commoditized and many firms had little interest in developing new information systems in-house, this IT outsourcing wave spawned the growth of specialist providers, such as EDS and Accenture. Global sourcing mostly involved labor-intensive and standardized programming activities, which could be easily sourced from locations like India. The rise of commercial applications for a wide range of firm activities, epitomized in Enterprise Resource Planning systems, also implied that a marketplace had developed where independent suppliers could make competitive offerings.
A third wave, characterized as the offshoring movement, began in recent years. We have witnessed the rise of business process outsourcing that extends beyond IT services to a range of other services relating to accounting, human resources management, finance, sales and after-sales such as call centers. India is still a primary source country, and has now produced a range of strong local business process providers such as Infosys and Wipro, but competition from elsewhere is also on the rise. It is this third wave of business process outsourcing that is now generating so much publicity. Many are concerned that foreign business processes suppliers may be moving up the knowledge chain more rapidly than expected by sourcing firms. Such knowledge transfer could in the long run undermine sourcing firms’ ability to differentiate themselves from their foreign suppliers. Indeed, such hollowing-out concerns have previously been raised about outsourcing of manufacturing activities before.
This conference is a sequel to the First Annual Research Conference and Workshop on Offshoring held at Duke University in April, 2007, and focuses on broader issues related to international sourcing. In this conference, we wish to foster a dialogue among scholars studying issues related to international sourcing and international competitiveness, and their implications for international business (IB) strategy and theory development. Select papers from the research forum will be published in a Special Issue of theJournal of InternationalManagement.
Submission Guidelines:All proposals for plenary sessions, research papers, case studies and teaching studies should be submitted electronically byDecember 31, 2007to the Journal of International Management Office email@example.com. Alternatively, a disk copy may be submitted to the JIM office, Fox School of Business & Management, Temple University, 349 Speakman Hall, Philadelphia, PA 19122, USA. Additional information is available on the Temple CIBER website,http://sbm.temple.edu/ciber/, or by contacting Kim Cahill at 215-204-3778 firstname.lastname@example.org. Manuscripts are submitted with the understanding that they are original, unpublished works and are not being submitted elsewhere.
Research Forum Co-Chairs:
Masaaki Kotabe (Temple University)
Preet S. Aulakh (York University)
Hildy Teegen (George Washington CIBER)
One important component of globalization is the increased participation of developing economies in the global economy both as markets for goods and services as well as production sites. Institutional changes emanating from evolving political landscapes within individual countries and pressures from supra-national bodies such as the WTO and the World Bank have been instrumental in the liberalization of developing countries’ economies and their integration into the global economy. Increasing integration in the global economy has meant changed competitive landscapes for organizations from developing countries as well as multinationals operating in these economies thus necessitating organizational transformations to deal with new competitive dynamics. For instance, indigenous firms from developing economies have had to compete without the protectionist umbrella prevalent during the earlier periods. Similarly, MNCs operating in these countries have been challenged to shed what Prahalad and Lieberthal called an “imperialist mindset.”
In this research forum, we invite papers that examine the interactions/impact of institutional changes at various levels on the organizational transformations of firms in developing economies. We are interested in papers that examine such transformations of indigenous firms from these economies including business groups, private and public enterprises and non-governmental organizations as well as foreign multinationals operating in these economies.
This research forum is open to a wide range of methodological approaches to study organizational transformations in emerging economies. However, it is expected that submitted papers will have a strong theoretical grounding. About twelve to fifteen papers will be selected for presentation at the Research Forum at Temple University, scheduled for April 21, 2007. Temple CIBER will reimburse the presenters’ travel up to $500.00 and lodging expenses. Subsequently, the best papers from the research forum will be published in a Special Issue of the Journal of International Management.
Manuscript Submission:Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors available at:http://sbm.temple.edu/jim/authors.html. All manuscripts should be submitted electronically byJanuary 15, 2007to Kim Cahill, Managing Editor, Journal of International Management, email@example.com Manuscripts are submitted with the understanding that they are original, unpublished works and are not being submitted elsewhere. Please direct any questions regarding the research forum to either of the co-chairs, Masaaki Kotabe (firstname.lastname@example.org) or Preet S. Aulakh (email@example.com). Additional information about the Annual IB Research Forum may be found on our website at:http://sbm.temple.edu/ibrf2007/
Deadline for submissions: July 15, 2006
Special Issue Editor:
- Preet S. Aulakh
One of the emerging phenomena of global competition is the increased participation of firms from developing economies in different industries and across value chain activities. While a substantial body of research in recent years has examined the competitive dynamics in liberalizing third world economies as well as the opportunities and challenges for foreign firms entering these markets, there is limited understanding of the participation of third world companies in the global economy and its impact on global competition. A few books written about third world multinationals date back to the 1970s and 1980s, where much of the emphasis was on explaining their FDI strategies in other developing economies.
In recent years, we are seeing the (re)emergence of companies from the third world who are graduating from being OEM suppliers and exporters to engaging in horizontal and vertical foreign direct investments. We also see evidence of their foreign direct investments being targeted towards advanced economies as well as in both resource industries and higher-value adding activities. Thus, the emergence of third world multinationals provide opportunities to examine the applicability of existing theories to these firms and/or refine and develop new theoretical approaches to explain their multinationality. Authors are invited to submit manuscripts to this special issue of JIM in order to advance understanding of the emergence and growth of the third world multinationals and their impact on the dynamics of global competition. Topics of interest include (but are not limited to):
- What are their paths to multinationality? Are they determined by temporal dimensions, home market institutional environments, historical ties with foreign countries/companies, etc?
- What are the roles of home country governments in supporting the multinationality objectives of these firms? How do these fit with the development objectives of the home governments?
- What are the sources of competitive advantage for these firms? How do they sustain and enhance these advantages with increasing multinationality?
- How do these firms overcome the liability of foreignness given their historical positions? Do they face different types of liabilities in making FDI across various value chain activities or across developed and developing countries? Are there different strategies to overcome both the liabilities of foreignness and newness?
- How does the emergence of third world multinationals change the competitive landscapes in different industries?
The special issue is open to a wide range of theoretical and methodological approaches to address these and other issues, including historical analyses, case studies, grounded theory building approaches, econometric analyses, etc. The deadline for submission of manuscripts isJuly 15, 2006.Manuscripts should be prepared in accordance withJournal of International Management’sStyle Guide for Authors:http://sbm.temple.edu/jim/authors.html. Please direct any questions regarding the Special Issue and submit papers electronically to the guest editor:
Preet S. Aulakh
Chair in International Business
Schulich School of Business, N305C
Toronto, ON M3J 1P3 CANADA
firstname.lastname@example.org (416) 736-2100, x 77941
Deadline for submissions: June 30, 2006
Special Issue Editor:
- Anoop Madhok
- Stephen Tallman
The world of business has changed dramatically in the last decade or more since theStrategic Management JournalSpecial Issue on Global Strategy was published in 1991. In practice, the end of the Cold War; the emergence of new market economies in Eastern Europe, China, and India, among others; the consolidation of the European Union; a decade of stagnation in Japan; and the re-emergence of the United States have altered the political economy of the world. New technologies such as the internet and the worldwide web, cell phones, wireless networking, and massive capacity increases in data storage and analysis provide constant communication and access to ever-increasing amounts of information. Globalizing trends in culture, technology, and financial markets drive global demand and global supply chains. In response, multinational firms have evolved into much more complex, yet flexible, organizations that seek economic gains and efficiencies through increasing their scope of operations, penetrating ever more obscure markets, and accumulating knowledge from ever wider networks of subsidiaries, alliances, and acquisitions.
Considerations of basic strategic logic, organizational and managerial tasks, systems for control and coordination, and the basic paradigm of leadership are all influenced by the new technological, political, economic and cultural environments of today’s world. Increasing complexity in international markets in the late 1980s gave the Transnational Model such appeal in 1991. As global markets and multinational firms have continued to evolve, the time is ripe to go beyond the Transnational to apply new theories, models, paradigms, data, and methods to the study of 21 st Century strategic management of international and global firms. Evolutionary and co-evolutionary theory, real options models, dynamic capabilities, the knowledge-based theory of the firm, learning theory, regional clusters, and network theory have all become important to the study of the multinational firm since the Transnational Model, with its strong ties to the integration-responsiveness and internalization models, was at its peak of influence. On the empirical side, we see widespread use of longitudinal models, interaction and moderating effects, structural equation modeling, event studies, and other sophisticated techniques.
Considerations such as the above demand conceptually innovative approaches and novel theories and frameworks to go ‘beyond the transnational’. We welcome manuscripts that do so. Topics may include but are not limited to the following issues:
- Knowledge has become increasingly central to competitive advantage. However, it is no longer the monopoly of multinational headquarters, but has become widely dispersed across multiple subsidiaries. How is knowledge acquired, transmitted, and applied in such firms? How can subsidiaries be ‘centers of excellence’, yet cooperate successfully with one another to gain advantage for the whole? What are the implications of seeing the MNE as a network firm embedded in a network of firms?
- Agglomeration economics, especially in knowledge-intensive activities, have generated multiple “knowledge clusters” as vital features of the global landscape. How do these clusters relate to traditional national concerns? How can MNEs take advantage of these highly localized clusters to gain global advantage?
- The multinational firm’s boundaries have become increasingly blurred as firms increasingly participate in various kinds of cooperative strategies with local and global partners. How has information technology changed alliance relationships? Has the information efficiency of the Web made global hierarchies obsolete? What is the role of headquarters in a network environment?
- How can the multinational firm find synergies across external and internal networks of affiliates, alliances, and subsidiaries to make relevant local knowledge globally available?
- Multinationals, particularly those in information technology fields, no longer follow the traditional sequence of internationalization but often are said to be ‘born global’. What does this mean to global entrepreneurship? How can a start-up firm service world markets? What does this phenomenon mean for the co-evolution of competition on a global scale?
- As the center of gravity of economic activity shifts towards non-traditional markets in newly emerging economies, multinational firms are learning to cope with institutional environments characterized by a different set of institutional criteria than a decade ago (e.g. limited property rights, less sophisticated legal structures, different kinds of socio-economic relationships such as guanxi, etc). Are traditional models and methods adequate to describe this changing world, or do we need new approaches, not just new data? How can multinational firms benefit from these changes?
- An increasing number of multinationals today sprout out from ‘non-traditional’ home countries across the globe (e.g. newly industrialized countries, newly emerging economies, developing countries like Brazil, India and China, etc). This poses new challenges for established multinationals, and even more challenges for scholars. Path-dependent models suggest that these companies must have different cultures, organizations, processes, and purposes than traditional MNEs. Is this true, or not? And what does it mean for international competition?
- Newly emerging research suggests that there are large untapped markets at the ‘bottom of the pyramid’ of newly emerging economies. Different strategies may be required to tap into these markets. How do MNEs approach these large, but dispersed and economically dilute markets efficiently?
- In today’s charged political environment, multinational firms must be cognizant of social and environmental concerns that engage newly energized actors, such as NGOs, popular anti-capitalist and anti-globalist movements, and religious and ideological groups with economic agendas. How are MNEs responding to this newly complex political and social environment? Are social issue strategies critical to 21 st Century MNEs or subterfuges to avoid fundamental change?
Workshop for the Special Issue. The special issue will be preceded by a mini-conference to be held at the Schulich School of Business, York University, onOctober 5-6, 2006. A select number of papers will be invited for presentation at the mini-conference, from which a further subset will be selected for revision and eventual publication in a special issue. Expenses (i.e. accommodation, food, transportation to and from airport, etc.) other than airfare will be covered by the conference organizers for those presenting.
Manuscript Submission. The submission deadline for manuscripts isJune 30, 2006. Since the purpose of the conference-cum-workshop is also developmental, drafts of finished papers as well as more advanced works-in-progress will be considered. In the latter case, a minimum 12-15 page proposal will be required, and the authors must commit to completion before the conference date. Manuscripts should be prepared in accordance withJournal of International Management’sStyle Guide for Authors:http://sbm.temple.edu/jim/authors.html. Papers and proposals may be submitted to Anoop Madhok atAMadhok@schulich.yorku.caor Stephen Tallman atStallman@richmond.edu.
Special Issue: The Role of Corporate Social and Environmental Responsibility in International Business
Deadline for submissions: February 1, 2006
- David A. Ralston, University of Oklahoma
- Carolyn P. Egri, Simon Fraser University
The primary focus of this Special Topic is to emphasize two objectives regarding literature that we see as important but largely overlooked. First, corporate social responsibility has been an issue discussed in the business literature for decades and corporate environmental responsibility has been a topic of concern for a similar period. However, to date, these closely related issues have been dealt with separately in empirical research. Thus, one objective of this Special Topic is to encourage authors to consider the interrelated aspects of social and environmental responsibility issues. Second, while both social and environmental issues have been discussed in the literature for over a decade, very little cross-national research has been conducted in these areas. Thus, the second objective of this Special Topic is to encourage authors to think globally regarding corporate social and environmental responsibility.
The Corporate Social and Environmental Responsibility (CSER) Special Topic is open to papers that emphasize either social or environmental responsibility in the international context, but preference will be given to those that integrate the social and environmental aspects cross-nationally. Further, this Special Topic is open to conceptual and theory-development papers, empirical hypothesis-testing papers, mathematical modeling papers, as well as other types of papers that advance understanding of corporate social and environmental responsibility in the international business context.
The deadline for submission isFebruary 1, 2006. Manuscripts should be prepared in accordance with JIM’s Style Guide for Authors:http://sbm.temple.edu/jim/authors.html
Authors should electronically submit papers to either of the guest editors. Please also direct any questions regarding the Special Issue to the guest editors:
- David A. Ralston
University of Oklahoma
Price College of Business 307 West Brooks – Room 206A
Norman, Oklahoma 73019
Ph. (405) 325-7773
- Carolyn P. Egri
Simon Fraser University
Faculty of Business
8888 University Drive
Burnaby, B.C. V5A 1S6
Ph. (604) 291-3456
Deadline for submissions: December 16, 2005
Guest Editor: Arvind Parkhe
Several forces converged in recent years to generate exponential growth in the international outsourcing of services (IOS): the Y2K scare; worldwide spread of communications and computing technologies; increasing competitive pressures to trim costs, improve quality, and shorten product development cycles; tight labor markets in the west, coupled with a talented, motivated, low-cost, highly-educated, almost bottomless pool of labor in certain countries; and so on. This growth was applauded by many corporate executives, business scholars, and free-trade economists, and opposed by many unions, employees in affected industries, and politicians. Today, IOS has grown beyond call centers and simple software coding, to include a broad range of highly sophisticated IT operations, medical diagnostics and treatment, legal work, computer animation, and other advanced activities.
Despite the manifest importance of this phenomenon for the service sector of the 21 st century, the discussion largely remains mired in anecdotal evidence and political expediency, and surprisingly little academic research has systematically addressed the economic, technological, financial, political, and cultural aspects of IOS. It would be especially timely and helpful to investigate the competitiveness implications of IOS. For the overall U.S. economy, for particular industries, and for individual companies, is IOS beneficial, harmful, or both? What policies must the U.S. government promote to capture economic value through IOS, while minimizing the downside? What IOS strategies must U.S. companies pursue in their quest for global competitiveness?
In this research forum, we wish to foster a dialogue among scholars studying issues related to IOS and international competitiveness, and their implications for international business (IB) strategy and theory development. Approximately twelve papers will be selected for presentation at the7th Annual IB Research Forum at Temple University, scheduled for Saturday, April 1, 2006.Program sponsors will cover the presenters’ travel and lodging expenses for up to $500. Subsequently, select papers from the research forum will be published in a Special Issue of theJournal of InternationalManagement.
Manuscript Submission: All manuscripts should be submitted electronically by December 16, 2005 to the Journal of International Management Office, email@example.com. Alternatively, a disk copy may be submitted to the JIM office, Fox School of Business & Management, Temple University, 349 Speakman Hall, Philadelphia, PA 19122, USA. Additional information is available on the Temple CIBER website,http://sbm.temple.edu/ciber/, or by contacting Kim Cahill at 215.204.3778 firstname.lastname@example.org. Manuscripts are submitted with the understanding that they are original, unpublished works and are not being submitted elsewhere.
International Entrepreneurship, Management and Competitiveness in Transforming and Emerging European Economies
Deadline for submissions: September 1, 2005
- Modestas Gelbuda, The Center for International Business and Economic Research (CIBER), Vilnius- Lithuania, and Aalborg University, Denmark
- Klaus Meyer, Centre for Eastern European Studies, Institute of International Economics and Management, Copenhagen Business School, Denmark
- Andrew Delios, Department of Business Policy, The National University of Singapore, Singapore
We invite submissions for a special issue of the Journal of International Management to be published in last half of 2006. Manuscripts should be analytical in focus and address research questions specific to the themes of the Special Issue, as detailed below :
- The Changing Geopolitical, Institutional, Industrial and Cultural Context of the Central and Eastern European (CEE) Economies: how does this multifaceted transformation impact International Business activities?
- International Trade, Production and Competitiveness of the CEE Countries
- Internationalization of Companies, International Entrepreneurship and International Marketing in the CEE countries
- International Management, Organizational Learning and Change in the CEE countries
Submissions should also provide reflections on the merits and limits of the relevant theoretical and methodological approaches, and research designs, as well techniques utilized in the research in which the submitted manuscript is based. One specific area of interest is understanding how theories derived from, and methodologies utilized in, other contexts, such as the United States or Western Europe can be applied or adapted to the context of economic transition.
We look forward to receiving your manuscripts and working with you on this special issue of theJournal of International Management.
- Modestas Gelbuda
CIBER, Vilnius, Lithuania.&Department of Business Studies
Fibigerstraede 29220 Aalborg East
- Klaus Meyer
Centre for Eastern European Studies (CEES)
Institute of International Economics and Management
Copenhagen Business School
Howitzvej 60 (Porcelænshaven)
- Andrew Delios
JIM’s Editorial board member
Department of Business Policy
NUS Business School
The National University of Singapore,1 Business Link
Deadline for submissions: December 17, 2004
Editor: Masaaki ‘Mike’ Kotabe
Terrorism used to be considered a random political risk of relatively insignificant proportions. However, it seems to have gradually escalated in the last decade or so. It culminated on September 11, 2001 in New York City and Washington, D.C. and Pennsylvania, when massive terrorist attacks occurred. The assault stunned Americans and the world not only because of the terror attacks themselves, but also because of the vulnerability it revealed. The terrorist attacks on U.S. soil and the military actions afterwards have heightened the uncertainty and gloom over the world economy. Falling consumer demand in the world’s strongest economies and the decline in investment have compounded the problems of many emerging countries. Tighter security measures have since disrupted not only international movement of supplies and merchandise but also international financial flow as well as tourism. These measures threaten the smooth functioning of international business activities we had taken for granted in the last thirty years.
As a result, the larger problem of security, terrorism-induced and otherwise, has now entered directly and fully into the competitive business strategy equation. Centers for International Business Education and Research (CIBERs) at five universities across the nation recently initiated a move to develop a research stream in global security risks and international competitiveness. Funded by a grant from the U.S. Department of Education, the CIBERs responded to this need in international business and believe that this initiative should help produce some valuable contributions to both national policy and practical business strategy on a global basis and disseminate knowledge on the international and management aspects of this problem.
In this research forum we wish to foster a dialogue among scholars studying issues related to global security risks and international competitiveness and their implications on IB strategy and theory development.About twelve papers will be selected for presentation at the6th Annual IB Research Forumat Temple University, scheduled for April 1-2, 2005.Program sponsors will cover the presenters’ travel and lodging expenses for up to $500. Subsequently, the best papers from the research forum will be published in a Special Issue of the Journal of International Management.
Manuscript Submission:All manuscripts should be submitted electronically by December 17, 2004 to Journal of International Management Office at email@example.com. Alternatively, a disk copy may be submitted to the Journal of International Management Office, The Fox School of Business and Management, Temple University, 349 Speakman Hall, Philadelphia, PA 19122, U.S.A. Manuscripts are submitted with the understanding that they are original, unpublished works and are not being submitted elsewhere.
The five lead CIBERs on this research project were Temple, Thunderbird, UCLA, University of Connecticut, and University of Illinois.
Deadline for submissions: January 31, 2005
Guest Editors: Christoph Drrenbcher, Social Science Research Center Berlin, Germany Mike Geppert, Center for Business Management, Queen Mary, University of London, United Kingdom.
Papers are invited for a special issue of the Journal of International Management to be published sometime in Winter 2005/Spring 2006.
Traditional research on multinational corporations (MNCs) has focused on strategies and structures of globally operating organizations in dealing with certain environmental characteristics, generally portrayed as the globalization of markets and competition. Other research has looked at the political or economic output of these organizations and analyzes their problem solving capacity or profitability. However, emanating from comparative institutionalism there is a new look at the intertwining of the different contextual realities within the MNC which goes beyond traditional structuralist approaches and opens the door to alternative, more inward looking and process oriented, perspectives focusing on micro-politics, power and conflicts.
The objective of the proposed Special Issue is to give a voice to studies providing an integrated view of the multifaceted perspectives that evolve from the different rationalities of actors. In the core of the papers should be questions such as: who are the key actors, what are their interests and micropolitical strategies to resist, negotiate and influence decision-making in MNCs. The editors would like to invite papers from a wide range of areas, such as international management, organization studies, human resource management, industrial relations and socio-economics, applying both quantitative and qualitative methodologies.
Topics of interest include:
- What are the typical micro-political strategies and conflicts emerging in globalizing organizations and how can these be related to particular institutional, cultural and companyspecific settings?
- What are the rationales, values and motives of powerful key actors (e.g. HQ and local managers) to impose, negotiate or resist certain global strategies and what are the micropolitical implications?
- Are there common forms and ways of dealing with conflict in MNCs?
- How do internal organizational power relations and the overall control strategy of the MNC interact with particular micro-political strategies and conflicts of local actors (e.g. in transnational teams)?
- Do the country of origin of the MNC and the local/national embeddedness of its subsidiaries still influence micro-political processes and the management of conflicts?
- How do ‘institutional gaps’ in regulation and welfare, as well as profound asymmetric relations in the institutional and cultural environments of the key actors, influence their micro-political strategies?
- How can micro-political strategies and conflicts in MNCs be related to external institutional dynamics, stimulated by the transformation of established national business systems and the emergence of new transnational institutional standards and regulations (e.g. the WTO)?
The papers should also include reflections on what are the merits and limits of the relevant theoretical approaches so far, e.g. of economic, evolutionary, contingency, strategic management, culturalist, institutionalist and structuration theories as well as new studies about ‘transnational social space’ and socio-political sensemaking.
The deadline for submission isJanuary 31, 2005. Authors should prepare manuscripts in accordance with JIM’s Style Guide for Authors (http://www.sbm.temple.edu/jim/authors.html). Authors should electronically submit papers to either of the guest editors. Please also direct any questions regarding the Special Issue to the guest editors:
Social Science Research Centre Berlin
(Wissenschaftszentrum Berlin fr Sozialforschung) Research Unit:
Internationalisation & Organisation
D – 10785 Berlin
Tel. ++49 30 25491-110
Fax ++49 30 25491-118
Centre for Business Management
Queen Mary University of London
Mile End Road
Tel ++44 20 7882 7441
Fax ++44 20 7882 3615
Deadline: December 31, 2004
One of the most significant challenges confronting global corporations is understanding the emerging issues in an increasingly interconnected and culturally complex world. Western concepts of international business assume that globalization proceeds without substantial hurdles. Although economic, political, social, and legal barriers are discussed in textbooks in international business, marketing, and management, emerging trends in world cultures has not received the attention it deserves. Prominent historians observed that, while the world might converge in terms of consumption values, there are persistent differences in cultural values reflected in some of the megatrends that are emerging. It has been suggested that non-Westerners might bite into the ‘Magna Mac,’ but it does not guarantee that they will accept the Western values as reflected in the Magna Carta.
The focus of this special issue is to examine the various trends in world cultures and their significance for globalization. We encourage submission of papers along the following lines:
- Major trends in the processes of cultural convergence and divergence in the new millennium and their implications for globalization.
- Role of technology and knowledge management in inducing uniform or divergent management practices.
- Beneficial and adverse effects of globalization on creating cultural shifts in different national contexts. Such shifts could be examined in terms of emergent issues in global marketing, strategy, and management.
- The role of multinational and global corporations in proactively discerning the major global culture trends.
- The evolution of the global mindset in multinational and transnational corporations in dealing with the intricacies and effects of cultural shifts on globalization.
The papers may be either theoretical or empirical. The papers should focus on increasing our understanding of the diverse effects of world cultures on globalization processes.
The papers should conform to the style guide of the Journal of International Management and should be around 30 to 35 pages in length (double spaced). The deadline for submission of the paper is December 31, 2004.
For additional information regarding submission, please contact:
Dr. Rabi S. Bhagat
Special Issue Editor
Professor of Management
Fogelman College of Business and Economics
University of Memphis
Memphis, TN 38152