Monday, October 28, 2013

Call for papers. Special Issue

Call for papers for Special Issue of Journal of International Management

From Resources and Value Chains to Consumer Benefits and Innovation Ecosystems: Demand-Side Perspectives in International Business 

Guest editors:

  • Ana Cristina O. Siqueira, Duquesne University

  • Ronaldo C. Parente, Florida International University

  • Richard Priem, Texas Christian University & LUISS Guido Carli University

Deadline: November 20, 2013

1. Purpose of Special Issue

Globalization, companies’ increasing emphasis on innovation, and the fast-paced introduction of new technologies have encouraged companies to search for technologies anywhere in the world (Doz, Santos, & Williamson, 2001), develop technologies in emerging economies (Immelt, Govindarajan, & Trimble, 2009), and manage innovation ecosystems internationally (Adner, 2012). Venturing beyond the sequential notion of value chains (Porter, 1985), some companies have developed collaborative arrangements involving economic transactions and institutional arrangements between suppliers, complementors, and users (Normann & Ramirez, 1993; Stabell & Fjeldstad, 1998). Such “innovation ecosystems” can be understood as networks of interconnected organizations that incorporate both production- and use-side participants who create value through innovation (Autio & Thomas, forthcoming). In an increasingly interconnected world, some firms are able to create more value than any single firm could alone by coordinating innovation ecosystems that cross industry boundaries and national borders.
Demand-side approaches to value creation represent a new, bourgeoning area in the fields of technology innovation, entrepreneurship, and strategic management (Priem, Li, & Carr, 2012). For instance, an earlier symposium at the 2009 meeting of the Academy of Management addressed the topic of “Demand-Side Approaches to Strategy and Innovation: Moving beyond a Resource-Only Focus” and showcased the work in this area by scholars from different countries. More recently, a symposium at the 2012 meeting of the Academy of Management discussed the topic of “Strategy in Ecosystems,” bringing together presenters who have made major contributions to this growing area, such as Ron Adner, Carliss Baldwin, Marco Iansiti, Michael Jacobides, Kathleen Eisenhardt, and Yves Doz.
Demand-side studies have begun investigating key questions such as: how consumer demand may influence innovation decisions (Fontana & Guerzoni, 2008; Sawhney, Verona & Prandelli, 2005; Tripsas, 2008), and how consumer-focused strategies influence value creation and appropriation (Adner & Snow, 2010; Gruber, MacMillan, & Thompson, 2008; Ye, Priem, & Alshwer, 2012). Among these approaches, the perspective of “consumer benefits experienced” (Priem, 2007) examines demand-side strategies that firms can employ to create value. Consumers are arbiters of value by endorsing or rejecting the value of innovations (Priem, 2007). 
International business researchers have started to examine: how multinational organizations access knowledge distributed across consumer groups and different countries in developing innovations (Wilson & Doz, 2011); how collaboration with upstream suppliers, complementors, and downstream consumers facilitates value creation through innovation in an interconnected world (Autio & Thomas, forthcoming); and the effect of innovation on internationalization (e.g., Zeng & Williamson, 2007). Nonetheless, demand-side approaches in international business remain in their infancy (Gulati, Puranam, & Tushman, 2012), and research from this new perspective is needed for a more complete understanding of how the interaction of organizations within innovation ecosystems influences internationalization. Such research can enrich the international business field.

2. Examples of research themes and questions for the Special Issue

Some illustrative (but not exclusive) demand-side research questions that would be appropriate for this special issue include:

  • · How do multinational organizations develop demand-side advantages with ordinary resources?
  • · What conditions facilitate the transfer of user-innovation knowledge in multinational organizations?
  • · How do multinational organizations drive cross-border innovation ecosystems?
  • · What conditions influence the internationalization of innovation ecosystems?
  • · How does the internationalization of innovation ecosystems influence the development of new technologies?
  • · How do global nonprofit organizations and social enterprises support innovation ecosystems with cross-border collaborations?
  • · To what extent does collaboration within an innovation ecosystem enhance the internationalization prospects of emerging market multinationals?
  • · How might demand-side approaches help extend the knowledge-based and resource-based views of multinational organizations?
  • · To what extent could institutional theory help explain the management of innovation ecosystems across borders?
  • · How might traditional international business theoretical frameworks such as the Uppsala internationalization model benefit from demand-based approaches?

3. Submission Instructions

The deadline for submission of manuscripts is November 20, 2013. Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors:

Manuscripts should be electronically submitted to: To ensure that all manuscripts are correctly identified for review in relation to the special issue it is important that authors select “Demand-Side Perspectives” when they reach the “Article Type” step in the submission process. All submissions will be subject to the regular double-blind peer review process at JIM.

Please direct any questions regarding the Special Issue to Ana Siqueira ( with a copy to Ronaldo Parente ( and Richard Priem (

4. References

Adner, R., & Snow, D. 2010. Old technology responses to new technology threats: Demand heterogeneity and technology retreats. Industrial and Corporate Change, 19: 1655–1675.

Adner, R. 2012. The wide lens: A new strategy for innovation. New York, NY: Penguin Books

Adner, R., & Kapoor, R. 2010. Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic Management Journal, 31(3): 306−333.

Autio, E., & Thomas, L. D. W. Forthcoming. Innovation ecosystems: Implications for innovation management. In M. Dodgson, N. Philips, & D. M. Gann (Eds), The Oxford handbook of innovation management. Oxford, UK: Oxford University Press.

Doz, Y., Santos, J., & Williamson, P. 2001. From global to metanational: How companies win in the knowledge economy. Boston, MA: Harvard Business School Press.

Fontana, R., & Guerzoni, M. 2008. Incentives and uncertainty: An empirical analysis of the impact of demand on innovation. Cambridge Journal of Economics, 32: 927–946.

Gruber, M., MacMillan, I. & Thompson, J. 2008. Look before you leap: Market opportunity identification in emerging technology firms. Management Science, 54: 1652–1665.

Gulati, R., Puranam, P., & Tushman, M. 2012. Meta-organization design: Rethinking design in interorganizational and community contexts. Strategic Management Journal, 33: 571–586.

Immelt, J. R., Govindarajan, V., & Trimble, C. 2009. How GE is disrupting itself. Harvard Business Review, October: 56-65.

Normann, R., & Ramirez, R. 1993. From value chain to value constellation: Designing interactive strategy. Harvard Business Review, 71: 65-65.

Porter, M. E. 1985. Competitive advantage: Creating and sustaining superior performance. New York: Free Press.

Priem, R. L. 2007. A consumer perspective on value creation. Academy of Management Review, 32(1): 219−235.

Priem, R. L., Li, S., & Carr, J. C. 2012. Insights and new directions from demand-side approaches to technology innovation, entrepreneurship, and strategic management research. Journal of Management, 38(1): 346−374.

Sawhney, M., Verona, G., & Prandelli, E. 2005. Collaborating to create: The internet as a platform for customer engagement in product innovation. Journal of Interactive Marketing, 19(4): 4−17.

Stabell, C. B., & Fjeldstad, Ø. D. 1998. Configuring value for competitive advantage: On chains, shops, and networks. Strategic Management Journal, 19: 413−437.

Tripsas, M. 2008. Customer preference discontinuities: A trigger for radical technological change. Managerial and Decision Economics, 29: 79–97.

Wilson, K., & Doz, Y. L. 2011. Agile innovation: A footprint balancing distance and immersion. California Management Review, 53 (2): 6-26.

Ye, G., Priem, R. L., & Alshwer, A. 2012. Achieving demand-side synergy from strategic diversification: How combining mundane assets can leverage consumer utilities. Organization Science, 23(1): 207−224.

Zeng, M., & Williamson, P. J. 2007. Dragons at your door: How Chinese cost innovation is disrupting the rules of global competition. Boston, MA: Harvard Business School Press.

Wednesday, October 16, 2013

Call for papers: Special issue on 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 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

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.

Call for Papers: International Journal of Emerging Markets

Innovation, Geography, Institutions and Internationalization in Emerging Markets

Special issue call for papers for the International Journal of Emerging Markets

Firm innovation and internationalization are often intertwined, as well as being tied to geographic factors such as agglomeration economies within a city or region, or the degree to which the local institutional structure supports these activities. Within this special IJoEM issue, we intend to highlight issues related to how factors such as cities, country boundaries, and various distance types (e.g., Cultural, Administrative, Geographic, and Economic; Ghemawat, 2001), along with the more general development of institutions within a society promote and/or inhibit innovation and internationalization. Any contribution that furthers these topics, or related ones, in the context of MNCs in emerging markets is most welcome.

In line with the above topic, this special issue will feature best papers from the Academy of International Business Southeast (AIB-SE) and Latin America (AIB-LAT) chapter meetings to be held in Atlanta, Georgia and Medellin, Colombia in October 2013 and March 2014, respectively. 

Topics for inclusion (among others)

We welcome papers within the broadly defined subject theme area from all the major disciplines in business and management studies, including: strategy, international business, organizational behaviour and cross-cultural management, marketing, operations and decision sciences, finance and accounting, international trade and business economics. Potential topics include, but are not limited to:

  • • The role of institutions in promoting or constraining innovation in emerging markets
  • • Factors impacting the geographic clustering of internationalization efforts
  • • The impact of distance on innovation and internationalization
  • • The effect of internationalization on innovation within a company or geographic region
  • • The role of institutions in promoting or constraining inward and outward internationalization
  • • Managerial mindsets needed for innovation and internationalization in emerging markets
  • • Cross-cultural collaboration in innovation efforts
  • • The marketing of innovations in emerging markets

Deadlines, Submission Guidelines and Co-Editor Information

Submissions for the special issue will be taken from the best papers of the AIB-SE and AIB-LAT conferences, along with a general call. Based on the review processes for the respective conferences, top rated papers will be invited to go through additional review to be considered for the special issue. Papers selected for consideration will need to be formally submitted to IJoEM. Specific instructions will be provided to the authors at this time.

General submissions to the special issue are also welcome, and should be submitted through the IJoEM website:

The deadline for submissions is November 11, 2013.

For general submission guidelines, see:

For additional information on the AIB-SE Conference, see:

For additional information on the AIB-LAT Conference, see:

Dr. William Newburry (General)
Associate Professor
Florida International University
Dept. of Management & International Business, RB 341B
Phone: (305) 348-1103

Dr. John McIntyre (for AIB-SE)
Executive Director, GT CIBER
Scheller College of Business – Georgia Institute of Technology
Phone: (404) 894-1463

Dr. Wlamir Xavier (for AIB-LAT)
Assistant Professor of Management
UNISUL & Fundação Getúlio Vargas/EAESP
Phone +55 48 9909-9537

Thursday, October 10, 2013

Call for conference papers: 30th European Group for Organizational Studies (EGOS) Colloquium

30th European Group for Organizational Studies (EGOS) Colloquium

Rotterdam, the Netherlands

July 3-5, 2014
Sub-theme 18: Once More unto the Breach: Filling Institutional Voids in Emerging Markets


Submission deadline for short papers: January 13, 2014

Emerging markets are frequently characterized by “institutional voids” including underdeveloped capital markets, absence of intermediary firms, adequate regulatory systems or contract enforcing mechanisms to facilitate the functioning of markets (Khanna and Palepu, 1997). The IB literature recognizes that institutions matter, but hitherto mainly as an exogenous factor (Tracey & Phillips, 2011). To date, the IB literature has not systematically addressed how specific actors deal with, shape or remedy institutional voids in their intent to succeed in emerging markets.

At least three relevant actors engage in institutional entrepreneurship in the context of filling voids across borders.

1. Business groups can compensate for missing institutions by offering goods and services within the group such as an internal capital market or business transactions within a trusted network of contracts to mitigate the risks associated with a weak legal contract enforcement (Khanna and Palepu, 2010; Fisman and Khanna, 2004).

2. Multinational enterprises (MNEs) adopt cross-border strategies that ‘continuously evolve through interactions in host countries’ (Meyer and Nguyen, 2005:67). Their void-filling actions are understood as adaptation to host contexts (e.g. Kwok and Tadesse, 2006). They develop relevant cross-border skills to manage weak institutions as they confront underdeveloped institutions that either forestall market transactions or increase their costs (Cuervo-Cazurra and Genc, 2008).

3. In many emerging economies, the state exercises influence over business strategy, through close business–state relationships (Mair et al., 2012) or directly through ownership. States can also shape how home or host country MNEs respond to institutional voids through, for instance, partnerships between foreign investors and local firms with privileged political ties (e.g. Henisz and Zelner, 2005).

With this call, we aim to explore institutional entrepreneurship in the context of institutional voids in emerging markets, with a particular emphasis on actors, such as MNEs, states and business groups that fill voids. We encourage conceptual and empirical contributions that draw on different theoretical streams and disciplines, adopt diverse research methodologies and examine multiple levels of analysis.

Some suggested issues for consideration are:

  • · How can the IB literature be advanced through an analysis of how multinationals, firms and other actors cope with foreign markets through void-filling strategies? 
  • · How do actors such as states, MNEs and business groups address ‘institutional voids’ at home and abroad? 
  • · Under what conditions and through which processes do business groups, MNEs and the state contribute to creating new institutions or modifying existing ones?
  • · In which ways does multinationalization via the state present new challenges to theorizing on multinationals and internationalization?
  • · Under which conditions do institutional voids in emerging markets encourage non-market strategies?


Cuervo Cazurra, A. and Genc, M. (2008). ‘Transforming disadvantages to advantages: Developing-country MNEs in the least developed countries’, Journal of International Business Studies, 39: 957–979.

Fisman, R. and Khanna, T. (2004). ‘Facilitating development: The role of business groups’, World Development, 32: 609–628.

Henisz, W. J. and Zelner, B. A. (2005). ‘Legitimacy, interest group pressures, and change in emergent institutions: The case of foreign investors and host country governments’, Academy of Management Review, 30: 361-382.

Khanna, T. and Palepu, K. G. (1997). ‘Why focused strategies may be wrong for emerging markets’, Harvard Business Review: 41-51.

Khanna, T. and Palepu, K. G. (2010). Emerging Markets: A Road Map for Strategy and Execution. Boston: Harvard Business Press.

Kwok, C. C. Y. and Tadesse, S. (2006). ‘The MNC as an agent of change for host-country institutions: FDI and corruption’, Journal of International Business Studies, 37: 767-785.

Mair, J., Marti, I. and Ventresca, M (2012). ‘Building inclusive markets in rural Bangladesh: How intermediaries work institutional voids’, Academy of Management Journal, 55: 819-850.

Tracey, P. and Phillips, N. (2011). ‘Entrepreneurship in emerging markets: Strategies for new venture creation in uncertain institutional contexts’, Management International Review, 51: 23-39.

Wednesday, October 9, 2013

Call for conference papers: 2014 ISIS-Key West International Multidisciplinary Academic Conference

Call for Papers

2014 ISIS-Key West International Multidisciplinary Academic Conference

Theme: Promoting Global Progress and Excellence in Academia

Organized by Institute of Strategic and International Studies-ISISTM and International Academy for Advancement of Business Research-IAABRTM

  • Dates: March 16-18, 2014
  • The Pier House Resort & Caribbean Spa 
  • Address: One Duval Street, Key West, FL

The timing and location of the 2014 ISIS-Key West Conference allow blending perfectly research, sunshine and numerous cultural tour programs on land and sea!

The ISIS/IAABR Key West Conference offers the expected participants from around the World the popular ISIS 2 FOR 1 ADVANTAGE: 2 OPPORTUNITIES (an opportunity to publish your accepted paper in one of ISIS peer-refereed publications + an opportunity to present the results of your work at an International Forum) for 1 LOW FEE!

KEY WEST, the southernmost city in the continental United States, has something for everyone. Discover the haunts of Ernest Hemingway and Tennessee Williams or go back in time to discover the world of pirates, treasure, and shipwrecks. Tour the city and view beautiful architecture and gardens or take a snorkeling or diving trip in the American Caribbean Paradise. End the day with a famous Key West sunset!

Deeply discounted rooms are still available at the Pier House Resort & Caribbean Spa and the Inn of Key West for the ISIS/IAABR Conference Participants!
Journals Sponsoring 2014 ISIS/IAARB New Year’s International Multidisciplinary Academic Conference in KEY WEST:
  • · Journal of Strategic and International Studies
  • · Review of Strategic and International Studies
  • · Journal of Academy for Advancement of Business Research
  • · Review of Business and Economic Studies
  • · Review of Social Studies, Law, and Psychology

Papers related to all areas of Accounting, Banking, Business Ethics, Communication & Media, e-Business, e-Government, e-Learning, Ecology, Economics, Engineering, Environment & Life Sciences, Entrepreneurship, Finance, Gender Studies, Globalization, Human Resources, IT, Law & Legal Studies, Leadership, Logistics, Management, Marketing, Political Science, Psychology, Security Studies, Social Sciences, Social Work, Sustainable Development, and Women Studies are invited for the above international conference, which is expected to be attended by authors from nearly all parts of the World. People without papers can also participate in this conference, and they are invited to serve as session chairs or discussants, as well as informal contributors to the academic quality of this international event.

To submit your full paper or abstract for this conference, please email it as an attachment (acceptable formats are .doc and .docx;) to All conference submissions will be double blind peer-refereed by members of the Conference Review Committee. Authors will be notified of the review outcome within 2-3 weeks after the arrival of their submissions.

FULL PAPERS submitted by FEBRUARY 15TH, 2014 will be considered for publication in one of the double-blind, peer-refereed Journals Sponsoring 2014 ISIS-Key West International Multidisciplinary Academic Conference or the refereed Conference Proceedings with ISBN number. The authors of these articles will receive their publications in person while still attending the ISIS conference in Key West (one copy per a registered participant will be provided free of charge).

Authors of ABSTRACTS submitted by March 1st, and which would meet the selection criteria of the Conference Review Committee, will be given the chance to present their work in progress at the ISIS/IAABR Conference in Key West. These abstracts will be published in a separate section of the refereed Conference Proceedings. If the authors decide to complete their work in progress after the conference, they could also submit their COMPLETED PAPERS by June 15th, 2014, in order to be considered for publication in a later issue of one of the double-blind, peer-refereed ISIS Journals .

Authors, who could NOT travel to Key West for visa or other reasons, may PARTICIPATE VIRTUALLY in the ISIS/IAABR conference, and these authors will have the same publication opportunities, as the regular conference presenters.

The regular registration fee is $330 (the reduced registration fee for virtual participants via Skype is $280), and the regular registration fee includes: 1) the popular ISIS 2 FOR 1 ADVANTAGE: 2 OPPORTUNITIES (an opportunity to publish your accepted paper in one of ISIS peer-reviewed publications + an opportunity to present the results of your work at an International Forum) for 1 LOW FEE; 2) one printed issue of the journal or Proceedings CD containing your paper; 3) an Official Certificate for International Conference participation; 4) the Conference Luncheon and Keynote Address; 5) Attending all Conference sessions 6) Attending all Social and Networking events; 7) Attending the Welcome Reception and Coffee Breaks; 8) Listing of your presentation in the program; 9) an Opportunity to meet, exchange ideas, and network with your international colleagues in a friendly environment + 10) Explore the American Caribbean Paradise of Key West.

For any inquiries, please contact the Conference Organizing Committee via or visit our Website

Conference Chair: Detelin Elenkov, Ph.D. (Massachusetts Institute of Technology ’92)

Professor and Norris Family Endowed Chair, Angelo State University, Texas USA

Tuesday, October 8, 2013

Revised Call for Papers. AIB-Lat 2014.

Revised Call for Papers

Innovation, Geography and Internationalization in Latin America

Medellin, Colombia - March 20-22, 2014

In March 2013, Medellin, Colombia was named “Innovative City of the Year” in a competition by the Wall Street Journal and the Urban Land Institute and sponsored by the Citigroup from among 200 global contenders, beating out the other two finalists, New York and Tel Aviv. “Few cities have transformed the way that Medellín, Colombia’s second largest city, has in the past 20 years” (Urban Land Institute, 2013). As such, the city serves as the perfect backdrop for the fourth annual meeting of the Latin American Chapter of the Academy of International Business (AIB-LAT), with the theme “Innovation, Geography, and Internationalization in Latin America".

This year's AIB-LAT conference aims to promote the best and latest research findings and theoretical developments related to geographical aspects associated with innovation and internationalization in the Latin American context. Firm innovation and internationalization are often intertwined, as well as being tied to geographic factors such as agglomeration economies within a city or region, or the degree to which the local institutional structure supports these activities. Within this conference, we intend to highlight issues related to how factors such as cities, country boundaries, and various distance types (e.g., Cultural, Administrative, Geographic, and Economic; Ghemawat, 2001) promote and/or inhibit innovation and internationalization. Any contribution that furthers these topics, or related ones, in the context of MNCs in Latin America is most welcome.

The Universidad EAFIT in Medellin, Colombia will be hosting this year´s event. Universidad EAFIT was founded in 1960 as Colombia's first business school and since then has grown into a university with more than 22,000 undergraduate students, 79 graduate (Masters and Graduate Diplomas) and four PhD programs. Medellin is immersed in Colombia, a country with an excellent geographical location, constituting a middle meeting point for foreigners from the Americas, and it remains as a point of global convergence for people coming from Europe, Asia, Africa and other continents.


Please note the following submission options. Details regarding each can be found on the conference website:
  • · Competitive Paper Track – Intended for more advanced papers (Up to 30 pages following JIBS style guide
  • · Interactive Paper Track – Intended for research in earlier stages of development (Extended abstracts and shorter manuscripts will be considered)
  • · Case Study Track
  • · Undergraduate/MBA Student Paper Track
  • · Pre-Conference Doctoral Consortium
  • · Pre-Conference JIBS Paper Development Workshop (Details to be announced soon)

Please look for a separate announcement regarding publication opportunities for the Conference Best Papers, including a Special Issue of the International Journal of Emerging Markets.

To submit your work, please access the AIB submission system at: All works will be subject to a double blind peer review process. For more information, please e-mail: or consult


  • Full Paper Submission Deadline: November 11, 2013
  • Notification of Acceptance: December 15, 2013


Call for book chapters: Palgrave edited book on Experiential Learning in International Business/Management

Invitation to contribute a chapter to a Palgrave edited book on Experiential Learning in International Business/Management
The book will be divided in two parts. First, an overview of the theory on enhancing teaching and learning in International Business through the use of experiential learning projects.
Second, specific applications of experiential learning in International Business and related fields. The idea is that each chapter of the book will talk about one experiential learning project (e.g., large-scale international collaboration projects, joint projects with international businesses), simulations, experiential activities or other experiential projects you use in your IB-related courses.
Each co-author will describe in detail the hands-on project(s) he/she uses to improve learning in his/her IB-related courses or training programs, project background and history, challenges, best practices, and suggestions for future IB educators who may want to incorporate experiential learning in their courses. A chapter can describe a big project that covers entire semester, a small one that spans only a few days, or an exercise or series of exercises that take only a few minutes to a few hours to run. The project can also be part of a formal course or training program, or be unrelated to formal courses and offered as an extra-curricular option for the students (competitions, internships, etc.), as long as the activity is experiential and contributes to learning IB-related concepts.
The book is aimed to be a one-stop source for educators and trainers who seek to either select and use an existing experiential learning project, or develop new projects and exercises of this kind.
Recommended topics include, but are not limited to, the following:

  • · Theory of Experiential learning and its application in IB education 
  • · Description of experiential learning projects in IB.
  • · Experiential learning versus traditional classroom
  • · Limitations for experiential learning in IB
  • · Learning styles and experiential learning
  • · Other topics you feel would add value to a book on experiential learning in IB. 

Important dates:

  • · Submission deadline for chapter proposals, emailed to November 5, 2013
  • · Notification of acceptance/rejection of chapter proposals: November 15, 2013
  • · Deadline for full chapter: March 15, 2014
  • · Notification of acceptance/rejection of chapter: April 20, 2014
  • · Deadline for submission of final chapters: June 1, 2014


Chapter proposals:
  • · 250-500 words 
  • · Should contain provisional title 
  • · Author(s) information (name, affiliation, contact details)
  • · 300-500-word abstract with either 
  • · Summary of chapter including main idea, preliminary conclusions, and list of references 
  • Project description (background, history, main idea, participants, covered subjects, etc.). Optional at this stage: initial list of challenges and best practices of running the projects


  • Up to 10,000 words (up to 15,000 words may be allowed in exceptional cases)
  • APA manuscript formatting

Accepted chapters will be compiled in a book, which will be published by Palgrave Macmillan.

Book Editors and contact details:

  • Dr. Vasyl Taras, University of North Carolina at Greensboro, United States (
  • Dr. Maria Alejandra Gonzalez-Perez, Universidad EAFIT, Colombia ( – corresponding co-editor.

Tuesday, October 1, 2013

Call for conference papers: LAEMOS (Latin American and European Meeting on Organization Studies)

LAEMOS (Latin American and European Meeting on Organization Studies) 2014, Havana, Cuba, 2-5 April (

SUBTHEME 06:Performing Alternatives To Capitalism: Which Theories, Models And Mechanisms?

Subtheme Conveners:

Mário Aquino Alves (FGV–EAESP, Brazil), Luciano Barin-Cruz (HEC Montréal,Canada), Jean-Pascal Gond (City University London, UK)


Call for Papers:

Although the models inherited from economics and finance have been described as key sources of organizational troubles, mainly due to their performative or self - fulfilling effects (Ferraro, Pfeffer and Sutton 2005; Ghoshal 2005), they remain the dominant ways of thinking in the post - 2008 crisis world (Davis 2009). More importantly, these models have a drastic influence in the South through global institutions such as the World Bank or the International Monetary Fund.

On the one hand, performativity studies in economic sociology have documented the mechanisms whereby assumptions from economics or financial theory have been turned into social reality for actors and organizations, and, in doing so, have become ‘performed’ (Cabantous and Gond 2011; Callon 1998; MacKenzie and Millo 2003). However, these works have little to say about which alternative theories or organizational models could be performed (Butler 2010), or how emancipatory models (Freire 2000a; 2000b) may emerge and be mobilized by those who are usually seen as ‘followers’ of the performed dominant economic models.

On the other hand, critical scholars have proposed alternative emancipatory ideals for organizations and management practitioners, but have often adopted an ‘anti-performative’ stance (Fournier and Grey 2000) maintaining them at a ‘cynical distance’ from their object of study (Fleming and Spicer 2003). Although the concept of ‘critical performativity’ partially addresses this shortcoming (Spicer, Alvesson and Kärreman 2009), it does not describe how alternative theories or models are transformed into social reality.

Hence, missing from both streams of research is an analysis of which theories, which organizational models and which mechanisms can help make social reality fit, in terms of representation of human beings and organizations that are alternatives to the dominant ones proposed by finance theory or economics. In addition, prior works on performativity have rarely considered performativity in the South (Fridman 2010) nor attached specific attention to how theories developed in the South have been performed.

This workshop aims at addressing these important gaps in organizational studies by documenting which alternative theories and organizational models are currently performed and how they have been, or could be performed. We welcome explorations of any of the following topics, as well as other relevant ones.

· Which theories? We would encourage studies discussing whether and how alternative theories “from the South” have been performed, or how theories “from the North” can be performed in the South. For instance, how have the ideas of authors such as Guerreiro - Ramos (1976), Freire (2000a) or Singer (2011) contributed to the Performativity of emancipatory ideals? Which theories or representations inform alternative organizational forms in Argentina, Brazil, Cuba, and Mexico, or in African and Asiatic countries? How are different versions of Marxism or post-colonialism mobilized in practice to change organizational contexts? To what extent can concepts designed and promoted by scholars embedded in mainstream institutions actually be translated in the context of the South? The Bottom of the Pyramid (BoP) and the notion of Creating Shared Value (CSV) offer two interesting cases in point to follow the journey of such concepts across the world. How are these Northern concepts and labels experienced in the South? How are they appropriated or transformed into local models?

· Which organizational models?
A second set of questions relates to the alternative organizational models that can be performed to turn emancipatory ideals or theories into social reality (Imas and Weston 2012). For instance, are workers cooperatives a sustainable alternative to capitalist organizations from an economic, social and ecological viewpoint? Are social enterprises an alternative or a new way to reproduce capitalist models? What are the economic, social and environmental consequences of this new model? Which alternative organizational process can help address human needs while taking into account the ecological constraints? How can new organizational forms be designed in order to minimize negative externalities?

· Which mechanisms? A final set of questions relates to the mechanisms whereby alternative theories or models are performed. Under which conditions can a theory successfully influence a region of the world by facilitating the development of new organizational forms? Are the ideals promoted by some thinkers from the South immunized from perverse effects? Which mechanisms can explain the capacity of emancipatory theories to transform social reality? Can alternative or heterodox economic theories also become self-fulfilling prophecies?

We will also accept submissions in English, French, Portuguese and Spanish.

Submit your abstract (1000 words) no later than 15 November 2013 at


  • Bulter, J. 2010. Performative agency. Journal of Cultural Economy, 3(2): 147–161.
  • Cabantous L. and J.-P. Gond 2011. Rational decision-making as a ‘performative praxis’: Explaining rationality’s éternel retour.’ Organization Science, 22(3): 573–586.
  • Callon M. 1998. The Laws of the Markets. Oxford, Blackwell Publishers.
  • Davis, G. F. 2009. The rise and fall of finance and the end of the society of organizations. Academy of Management Perspective, 23(3): 27–44.
  • Ferraro, F., J. Pfeffer and R. I. Sutton 2005. Economics language and assumptions: How theories can become self-fulfilling. Academy of Management Review, 30(1): 8–24.
  • Fleming, P. and A. Spicer 2003. Working at a cynical distance: Implications for subjectivity, power and resistance. Organization, 10(1): 157–179
  • Fournier ,V. and C. Grey 2000. At the critical moment: Conditions and prospects for critical management studies. Human Relations, 53(1): 7–32.
  • Freire, P. 2000a. Pedagogy of the Oppressed. 30th anniversary ed. New York: Continuum.
  • Freire, P. 2000b. Pedagogy of Freedom: Ethics, Democracy, and Civic Courage. Lanham. Rowman & Littlefield. 
  • Fridman, D. 2010. A new mentality for a new economy: Performing the homo oeconomicus in Argentina. Economy and Society, 39(2): 271–302.
  • Ghoshal, S. 2005. Bad management theories are destroying good management practices. Academy of Management Learning and Education, 4(1): 75–91.
  • Guerreiro-Ramos, A. 1976. Theory of social systems delimitation: A preliminary statement. Administration & Society, 8(2): 249–272.
  • Imas, J. M. and A. Weston 2012. From Harare to Rio de Janeiro: Kukiya-Favela organization of the excluded. Organization, 19(2): 205–227.
  • Mackenzie, D. and Y. Millo 2003. Constructing a market, performing theory: The historical sociology of a financial derivatives exchange. American Journal of Sociology, 109: 107–145.
  • Singer, P. 2011. Universities and the Solidarity Economy – Lessons of the Brazilian Experience. Available online at:
  • Spicer, A., Alvesson, M. and D. Kärreman 2009. Critical performativity: The unfinished business of critical management studies. Human Relations, 62(4): 537–560

Call for conference papers: GBATA

Call for conference papers
Full papers, Research-in-Progress, Extended Abstracts, Workshops, Case Studies, and Poster Presentations are invited for the Sixteenth Annual International Conference of the Global Business and Technology Association.

  • Baku, Azerbaijan
  • July 8th-12th, 2014
  • Submission Deadline: March 31st, 2014 

Dear colleague:

The Global Business and Technology Association (GBATA) invite you to submit a paper or abstract for the Fifteenth Annual International Conference. The conference will be held in Baku, Azerbaijan from July 8th-12th, 2014 and organized around the theme of Managing in an Interconnected World: Pioneering Business and Technology Excellence.

The co-sponsors are listed below:

  • Ø Azerbaijan Diplomatic Academy, Azerbaijan
  • Ø Polytechnic Institute of Leiria, Portugal
  • Ø UNITEC Institute of Technology, New Zealand
  • Ø Brno University of Technology, Czech Republic
  • Ø Nove de Julho University, Brazil
  • Ø Kyung-Hee University, Korea 
  • Ø Khon Kaen University, Thailand
  • Ø Tshwane University of Technology, South Africa
  • Ø Russian Academy of Sciences, Russia
  • Ø Swinburne University of Technology, Australia 
  • Ø State University of Management, Russia
GBATA features cutting-edge work and encourages multi-disciplinary as well as discipline-specific research. Many attendees have stated how much they have enjoyed the conferences and the collegiality they foster. The Call for Papers, conference registration form, as well as further background on the GBATA including programs, membership, and services are available on our website at

Awards Competition: Several papers will be selected for competitive track awards. Winning best track papers will be awarded up to $500.00. The winners will also be recognized for their distinction at the conference and will be considered for inclusion into the refereed Journal of Global Business and Technology (ISSN: 1553-5495).

We look forward to receiving your submissions for the conference.

Please share this information with interested colleagues and graduate students.

Best regards,

Dr. N.J. Delener
President, GBATA
Editor-in-Chief, JGBAT
Founding Dean & Professor
Direct: 631-662-1336

Call for Papers: European Journal of International Management. Special Issue: The role of HR in managing talent in dangerous locations

European Journal of International ManagementThematic Issue on:

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

Guest Editors
  • Lisbeth Claus, Willamette University, US
  • Yvonne McNulty, Singapore Institute of Management University, 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:
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:
Yvonne McNulty:

Important Dates

  • Submission of manuscripts: 1 October, 2014
  • Notification to authors: 15 January, 2015
  • Final versions due: 1 July, 2015

Call for Papers. International Journal of Human Resources Management. Special issue: Non-traditional expatriates


International Journal of Human Resources 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.

  • 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?

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:

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 ( 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
Singapore Institute of Management University

Kate Hutchings
Griffith University