Tuesday, December 15, 2015

New call for chapters. Progress in International Business Research (PIBR)

Call for Chapters:
PIBR Volume #11

Book Series Title: Progress in International Business Research (PIBR)

Volume #11: “The challenge of/for BRIC Multinationals”

Publisher: Emerald

For Volume #11 of the PIBR book series, we invite two types of contributions:
·      Research papers on emerging market – particularly BRIC – multinationals;
·      Teaching cases that address managerial dilemmas related to the internationalization of BRIC firms.

This Call for Chapters is intended to provide prospective authors for a volume on BRIC multinationals to come up with relevant ideas. The Call first describes why the issue of BRIC multinationals defines a specific angle in international business research. Secondly, the Call specifies the content of the special issue that we plan for the Progress in International Business Research (PIBR) book series (published by Emerald). Thirdly, this Call elaborates possible themes and the way these could be tackled in the form of teaching-oriented case studies. You are warmly invited and welcome to contribute!

General Introduction: Why BRIC multinationals are special?

The recent emergence of a number of high-profile multinational enterprises (MNEs) from emerging markets has triggered considerable research and debate on how to understand and appraise this phenomenon (Sauvant, 2011). The challenge for empirical research includes the question of whether the strategies and motives for the internationalization of these MNEs can be considered fundamentally different from the strategies of firms from developed countries (Luo and Tung 2007), or whether their ownership advantages are fundamentally different from those of developed country MNEs (Mathews 2002; Luo and Tung 2007; Buckley et al. 2007; Li 2007). Increasingly described as “springboarding” (Luo and Tung 2007), the internationalization strategies of emerging market firms are characterized by their high-risk, aggressive, and “boom-and-bust” or radical nature, while targeting many customers in many foreign markets at once, in a strategy of entrepreneurial venturing (Yiu et al. 2007). Comparing developed country MNEs of the 1960s, with emerging market MNEs in the 2000s, Dunning, Kim, and Park (2008) identified a number of additional differences. These include forms of entry (alliances); motivation (asset augmentation); managerial approach (regional and geocentric); role of home governments (more active than in the past); regional destination; institutional triggers of internationalization rather than traditional motives related to neoclassical models; and the lack of firm-specific ownership advantages (177).

One of the problems with these observations is that the category of ‘emerging market multinationals’ does not distinguish between different types of emerging markets. Although the empirical research is dominated by Chinese, Indian and – to a lesser extent – Brazilian multinationals, the theoretical literature nevertheless tends to adopt the more neutral term of emerging markets. But to what extent can the multinationals from these very specific country backgrounds be considered representative for a wider group of multinationals? Can China be compared, for instance, to Malaysia or Thailand? 

Taking these questions into account asks for the extent to which countries-of-origin matter in general for the study of MNEs. Moreover, with regard to the special case of BRIC countries and BRIC multinationals, a further dimension should be taken into account: the size of the home country as well as in particular the political weight in the international arena that this brings with it. To what extent can these domestic institutions be considered ‘normal” for explaining the internationalization strategies of BRIC multinationals as compared to emerging market multinationals in general? Another dimension related to these questions is the circumstance that whereas the classical developed country multinationals developed more or less parallel to their home countries economic development and political power, the BRIC multinationals still develop in relatively weakly developed countries, however with considerable political power and aspirations. Do these circumstances, therefore, imply that perhaps theoretical lines for ‘emerging market multinationals’ need not be redrawn, but that new approaches to explain the new breed of multinationals from BRIC countries need to be designed? If so what does that mean for the study of international business. Most modern IB theorists have either denied that there is need for new approaches, or have slightly modified their approach, not to explain for emerging market multinational specifically, but rather to include some of the characteristics of globalization in general. But to what extent does this underestimates the ‘uniqueness’ of the BRIC multinationals? Because the BRIC countries – in comparison to most other developing countries – have occupied a stronger bargaining position vis-à-vis developed countries’ multinationals, does this change their entry conditions and ultimately the way foreign multinationals (can) contribute to domestic development? And the flip-side of this argument: most BRIC countries only started to ‘allow’ their domestic companies to move abroad, thus creating substantial Outward Foreign Direct Investment flows. Many of these moves were accompanied by institutional arrangements, like Bilateral Investment Treaties (BITs). Depending on the ownership of these companies, their international expansion was part of national strategies and policy agendas. Compared to the outwards internationalization strategies of ‘western’ multinationals, this also provides a distinctive characteristic of BRIC multinationals: their links with the foreign ambitions of their home governments.

PIBR #11 – Research papers

This volume searches for a number of idiosyncratic elements in internationalization strategies of BRIC MNEs and, therefore, in particular in their relationship with home country policies:

1   The theoretical challenge: do we need different or more specific theories of EMNEs to assess the phenomenon of BRIC multinationals?
2   The empirical challenge: what marks the changing position of BRIC countries in the world economy: including institutional differences and commonalities in outward orientation and participation and shaping of international institutions (such as the BRICs bank complementing Bretton Woods institutes).
3   The managerial challenge: coming of age of a new breed of multinationals: what distinguishes BRIC multinationals from other multinationals? To what extent is the diplomatic agenda aligned with the corporate agenda? 
4   The policy making challenge: impact of outward Foreign Direct Investment on the home market: What impact have MNEs from BRIC countries on their domestic economy and the political constellations

PIBR #11 – Teaching cases

Educational ambitions

This volume emphasizes the unique characteristics of BRIC multinationals. We will actively solicit state-of-the art contributions, including systematic literature reviews – preferably by PhD students. Furthermore, the volume is intended to be used in an educational setting. For this, more extensive teaching cases as well as short cases (included as boxed in the book) are request that illustrate the above ambitions of the book: 
  • Examples of how the size of the home market influences the international strategies of companies 
  • Examples of how the international strategy of a company is linked to national political priorities 
  • Examples of companies that successfully combined a Bilateral Investment Treaty (or any other form of diplomatic support) with a foreign investment 
  • Examples of negative or positive responses by host governments to the entry of BRIC multinationals 
  • Examples of the risks and opportunities of ‘springboarding’ strategies of BRIC multinationals 
  • Examples of in particular the regional implementation of internationalization strategies by BRIC multinationals 

The teaching case format

1. The special focus of BRIC cases

The BRIC countries are a ‘special breed’ in the internationalization strategies of firms, because of a number of reasons: (1) big home market, that is rapidly developing, (2) but that remains not very well developed yet with sizable institutional voids and great ‘ issues’ at home, (3) at the same time these countries have sizable political weight in the international arena (member of security council, in international treaties etc.) that makes them incomparable to most other developing countries, which (4) therefore creates a different ‘risk mitigation’ strategy for the companies originating in the BRIC countries (Outward Foreign Direct Investment), and (5) at the same time creates a better bargaining position of these companies vis-à-vis incoming companies in their home turf (Inward Foreign Direct Investment), and explains also why (6) some of these companies have internationalized so rapidly (springboarding) due to a mix of domestic and foreign influences that in the case of BRIC multinationals really make a difference (strategic tipping points; for instance the political support to take over competitors in the home market and/or to invest abroad as part of geo-political strategic motivations).

2. Theoretical discussion

This distinguishes them from traditional multinationals (general theory on multinationals) and from ‘emerging market multinationals’ (general theory on latecomer multinationals). The discussion whether we need ’new theory’ or can continue to base our studies on ‘old’ theories therefore seems a bit off-the-case. See, for example, van Tulder (2010), who argues that it is more important to re-address classical approaches to IB (the political economic) next to recent insights that look at the motivations to go abroad in a more holistic manner: such as the ‘resource bundling’ perspective and different ways of looking at stakeholder engagement and new angles to the ‘liability of foreignness’.

VAN TULDER, Rob (2010). Toward a Renewed Stages Theory for BRIC Multinational Enterprises? A Home Country Bargaining Approach. In SAUVANT, Karl, McALLISTER, Geraldine, and MASCHEK, Wolfgang (eds.), Foreign Investments from Emerging Markets.

3. The case format

Taking the above considerations into account the teaching case should roughly follow the following characteristics:
   [a] discuss a BRIC multinational, with controlling ownership in the BRIC country (can be anything)
   [b] depart from a managerial problem: what should the manager do?
   [c] take a bargaining and stakeholder perspective: how to deal with stakeholders at home and abroad (or how is action induced by stakeholder action at home)?
   [d] look at risk mitigation factors (that are typical for BRIC countries; bilateral treaties between the home and the host countries: BITs, DTTs, regional treaties and the like)
   [e] consider the institutional distance that the company has to overcome and the managerial problems it facing because of that
   [f] try to specify in which stage of internationalization this company is and what that entails for the management problem
   [g] NOTE: the core of the case can be any management problem in specific (R&D, take-over yes/no, marketing, license to operate, entry decision, independence of the subsidiary) as long as you are able to define the role that is played by the large home country basis (i.e. the BRIC nature) 


  • January 31st 2016: Deadline for expression of interest/short abstracts. 
  • April 15th 2016: Submission of manuscripts June 30th 2016: Final version of the volume
  • November 2016: EIBA conference in Vienna

Submit your contribution to mgonza40@eafit.edu.co; and jorgemtc@iag.puc-rio.br 

Teaching cases must not exceed 25 pages (double-spaced), including tables, figures, references, and the respective teaching notes. Manuscripts submitted must not have been published, accepted for publication, or be currently under consideration elsewhere. Teaching cases must contain (1) the text of the teaching case itself, where the managerial dilemma is presented and information about the company and the context is shown; (2) teaching notes, which must present the learning objectives, issues for discussion, examples of appropriate analysis and of suggestions for in-class dynamics; and, ideally, also (3) a discussion of experiences in using the case in class.

Further information:

Rob van Tulder
Professor of International Business-Society Management
Department of Business-Society Management
Rotterdam School of Management (RSM)
Erasmus University Rotterdam, Netherlands

Friday, October 9, 2015

CfPs: Management and Internationalization of Latin America´s Firms

International Journal of Business and Emerging Markets (IJBEM)

ISSN print: 1753-6219 | ISSN online: 1753-6227

Call for Papers for the Special IJBEM Issue on

Management and Internationalization of Latin America's Firms

Submission deadline: October 31, 2015

Guest Editors: Dr. Ilan Avrichir (iavrichir@espm.br) and Dr. Felipe Borini
Escola Superior de Propaganda e Marketing – ESPM, São Paulo, Brazil

Latin America (LA) grows faster, attracts more foreign domestic investment (FDI), and is more populous than the European Union and North America. Though its stock of inward FDI matches that of China, top management journals have given little attention to the region, while conferences, journals, and specialists on China abound. Even when scholars have examined LA, they have focused more on addressing disciplinary issues than on providing insights about the region’s specific issues.

The purpose of this special issue is therefore to promote research that focuses on the economic, cultural, geographical, and/or social conditions specific to LA. We seek articles that test the validity of results obtained in other contexts or that develop or empirically verify new concepts and hypotheses concerning conditions particular to LA.

Suitable questions for these topics would include, but are not limited to, the following:

  • · What challenges and opportunities do the relatively low levels of economic and institutional development, as well as high dependence on commodity exports, that predominate in the region confront and offer to companies operating in it? 
  • · What managerial and leadership styles are compatible with the scarcity of resources that tend to be significantly greater in LA than in most economically advanced regions? What are characteristics of these styles, and how can they be developed and/or promoted? 
  • · What managerial and leadership styles are compatible with features such as orality, informality, and flexibility that research indicates characterize LA’s cultural cluster? Does speaking about a Latin American way of management make sense? Or, is it reasonable to expect one to develop? 
  • · Why are negative phenomena such as corruption and the low level of innovation so common, and what measures and experiences have been successful in confronting and mitigating these phenomena? 
  • · In what ways and to what extent are the characteristics of the internationalization of LA firms similar or different to those of other regions? How and why is entrepreneurial orientation related to these characteristics? 
  • · Do social, economic, and environmental sustainability assume different significance in the context of the region? If so, in what ways should firms seeking to be sustainable act differently in LA than in other locations? 
  • · Why have some firms in LA been successful amid international competition despite the adverse circumstances that they must negotiate? How do these firms circumvent the liability of origin? Is their performance linked to comparative advantages? What lessons can be learned from their experiences? 

Important Dates

  • · Submission of manuscripts: October 31, 2015 
  • · Comments to authors: January 31, 2016 
  • · Revised paper submission: April 30, 2016 
  • · Publication in late 2016 or early 2017 

Paper submissions

All papers must be submitted online. For more details and the submission link, please see the web page http://www.inderscience.com/info/ingeneral/cfp.php?id=2913.

If you experience any problems submitting your paper online, please contact the publishers via e-mail at submissions@inderscience.com – describing the exact problems you are experiencing. Include in your message: the title of the Special Issue; the title of the Journal; the name of the Guest Editor; your name and your return e-mail address.

Notes for 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 was not originally copyrighted and if it has been completely re-written). 
  • · All papers are refereed through a peer review process. A guide for authors, sample copies and other relevant information for submitting papers are available on the Author Guidelines page. 
  • · All authors must declare that they have read and agreed to the content of the submitted article. Here is a full statement of our Ethical Guidelines for Authors page. 

Monday, October 5, 2015

Call for chapters. Special issue: New Wine in Old Bottles? The Role of Emerging Markets Multinationals in advancing IB Theory and Research.

International Journal of Emerging Markets

Call for Papers for Special Issue on

New Wine in Old Bottles? The Role of Emerging Markets Multinationals in advancing IB Theory and Research.

Special Issue Editors:
  • Bersant Hobdari (Copenhagen Business School)
  • Lourdes Casanova (Cornell University)
  • Peter Hertenstein (University of Cambridge)
In many respects, multinationals are a defining invention of Western economies. But like much else, they are no longer the preserve of the West. The emerging economies are producing business giants of their own at a staggering rate. While these businesses share the scale and ambition of their developed-world counterparts, their processes and patterns of growth are often dissimilar to those of their competitors in the developed world. They are success stories that are changing the narrative rules as they go along.

As emerging market countries gain in stature, their companies are taking center stage. Emerging market companies accounted for over 40 percent of world exports and around a quarter of outward foreign direct investment investments flows (UNCTAD, 2012; Contractor, 2013). These emerging market companies will continue to be critical competitors in their home markets while increasingly making outbound investments into other emerging and developed economies. Working to serve customers of limited means, the emerging market leaders often produce innovative designs that reduce manufacturing costs and sometimes disrupt entire industries. 

The state of the literature is divided in between those who claim that emerging market multinationals are similar to their Western counterparts and those who claim that these multinationals are a new phenomenon requiring new theories and frameworks. Arguments in support of new theoretical models in which EMNEs can contribute to IB theory can be divided into two streams. Ramamurti (2009), on the one side of the argument stresses the role of country of origin and other contextual factors in shaping emerging market multinationals internationalization strategies. In this respect, there is a need for empirically grounded research to discover ownership-specific advantages of emerging market multinationals, which either help or hinder internationalization process (Ramamurti, 2012). On the other side of the debate, others, like Dunning, Kim, and Park (2008) and Williamson and Zeng (2009), give reasons to believe that emerging market multinationals do not behave differently because of their origin, but because of fundamental changes in the world economy. As a consequence, emerging market multinationals would act similar to young multinationals from developed countries. In between these opposing views, Cuervo-Cazurra (2012) argues that the behavior of emerging market multinationals can be explained by extending and modifying the existing models rather than building new ones. Gammeltoft et. al. (2010) stress the role of macro and micro perspectives when analyzing the dynamics of emerging market multinationals. 

Consequently, we are soliciting empirical and theoretical work addressing these complex relationships between various forms of contextual heterogeneities and emerging market multinationals. 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:
  • · Are emerging market multinationals different from similar-aged developing market multinationals?
  • · Does the change in global economic conditions call for a radical change in the behavior of multinationals?
  • · What opportunities do fine sliced global value chains open for entry and upgrading of emerging market multinationals in the global economy?
  • · Can emerging market multinationals help broaden the concept of ownership advantages beyond the traditional definition including technology and brand value?
  • · Does availability of finance and existence of internal capital markets shape the response of emerging market multinationals to the financial crisis?
  • · Do emerging market multinationals use CRS and sustainability initiatives as sources competitive advantage? 
  • · Are there contextual elements that make emerging market multinationals truly unique?
  • · How does corporate governance affect internationalization strategies of emerging market multinationals?
  • · What are the dynamics of the interrelationship between institutional change and corporate strategy?
  • · Do emerging market multinationals possess institutional capabilities that can be transferred across borders?

Deadlines, Submission Guidelines and Co-Editor Information

Submissions to the Special Issue must be submitted through the IJoEM website. The deadline for submissions is March 1, 2016. For general submission guidelines, see http://www.emeraldinsight.com/products/journals/author_guidelines.htm?id=ijoem. No late submissions will be accepted. 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.

Papers will be blind peer-reviewed. We will make initial editorial decisions by June, 2016. Authors invited to revise and resubmit their work will be invited to present the papers at the IJoEM special issue workshop to be held at the 5th conference on “Emerging Economy Multinationals” at Copenhagen Business School in Copenhagen, Denmark during September/October 2016.

The papers accepted and presented at the workshop will be considered for publication in a special issue of the IJoEM. 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 template to bring out the full potential of authors and papers. For questions about the special issue, please contact Bersant Hobdari, Guest Editor, at bh.int@cbs.dk.

Indicative Contemporary Literature

  • Aharoni, Y. 2014. "To understand EMNEs a dynamic IB contingency theory is called for." International Journal of Emerging Markets 9(3): 377 – 385.
  • Buckley, P. J. 2014. “Forty years of internationalisation theory and the multinational enterprise.” Multinational Business Review 22 (3): 227-245.
  • Contractor, F. J. 2013. “Punching above their weight.” International Journal of Emerging Market 8(4): 304-328.
  • Cuervo-Cazurra A. and Genc M. 2008. “Transforming disadvantages into advantages: developing country MNEs in the least developed countries.” Journal of International Business Studies 39: 957–979.
  • Cuervo-Cazurra A. 2012. “Extending theory by analyzing developing country multinational companies: Solving the Goldilocks debate.” Global Strategy Journal 2: 153-147.
  • Cuervo-Cazurra A. and Ramamurti, R. (eds). 2014. Understanding multinaitonals from emerging markets. Cambridge University Press, Cambridge, U.K.
  • Dunning J. H., Kim C., and Park D. 2008 , “Old wine in new bottles: a comparison of emerging-market TNCs today and developed-country TNCs thirty years ago”, in The Rise of Transnational Corporations from Emerging Markets: Threat or Opportunity?, Sauvant K. (ed), Edward Elgar: Northampton, MA.
  • Gammeltoft, P., J.P. Pradhan and A. Goldstein (2010), ‘Emerging multinationals: home and host country determinants and outcomes’, International Journal of Emerging Markets, 5(3/4): 254-265.
  • Gammeltoft, P., H. Barnard and A. Madhok (2010), ‘Emerging Multinationals, Emerging Theory: Macro- and Micro-Level Perspectives’, Journal of International Management, 16(2): 95-101.
  • Gammeltoft, Peter, Filatotchev, Igor and Hobdari, Bersant. 2012. “Emerging Multinational Companies and Strategic Fit: A Contingency Framework and Future Research Agenda.” European Management Journal, 30(3): 175-188.
  • Narula, Rajneesh, (2012). Do we need different frameworks to explain infant MNEs from developing countries? Global Strategy Journal 2(3), 188-204. 
  • Ramamurti, R. 2012. “What is really different about emerging market multinationals?” Global Strategy Journal 2: 41-47.
  • Ramamurti, R. 2009. “What have we learned about emerging-market MNEs?” In Emerging Multinationals in Emerging Markets, Ramamurti R, Singh JV (eds). Cambridge University Press, Cambridge, U.K.: 399–426.
  • UNCTAD. 2012. World Investment Report 2012: Towards a New Generation of Investment Policies. United Nations Conference on Trade and Development; Geneva, Switzerland.
  • Williamson P and Zeng M. 2009, “Chinese multinationals: emerging through new global gateways”, in Emerging Multinationals in Emerging Markets, Ramamurti R. and Singh J. (eds), Cambridge University Press: Cambridge, U.K.

Thursday, September 17, 2015

Call for Papers: Annals in Social Responsibility

Annals in Social Responsibility

Co-Editors: Timothy M Devinney (Leeds) & Marc Orlitzky (South Australia)

Annals in Social Responsibility is a new journal published once annually. We are currently seeking proposals for manuscripts to be included in the second volume or to be published in subsequent editions.

Journal Description & What Do We Publish?

Annals in Social Responsibility (ASR) publishes articles covering the significant developments in the area of Social Responsibility. ASR is a multi-disciplinary journal that publishes work arising from traditions in management, operations & supply chain management, marketing, economics, accounting & finance, sociology, psychology, political science, law, philosophy and other social and physical sciences that relate to the role that individuals, groups and institutions play in understanding of responsibilities and roles in society. Topics covered in the journal include major theoretical and methodological developments as well as current research in the aforementioned disciplines. Articles typically pertain to issues of corporate social responsibility, environmental and organizational sustainability, economic, corporate, social and political development, corporate, institutional and societal governance, property rights, social institutions and NGOs, and global issues of peace, conflict and human rights. Articles published appeal to a broad intellectual audience in their respective fields.

To be accepted for publication a paper must make a significant contribution to advancing knowledge about social responsibility through new theoretical insights, managerial application, methodology/data—or some combination thereof.

ASR has a particular interest in publishing the following types of manuscripts:
  • 1. Comprehensive, state-of-the-art literature reviews that integrate diverse research streams and identify promising directions for future investigations
  • 2. Analytical essays that offer new conceptual models or theoretical perspectives and use these frameworks as a foundation for developing research propositions
  • 3. Empirical articles that report results from exploratory or hypothesis-testing studies based on quantitative and/or qualitative methodologies
  • 4. Methodological papers that refine existing methodologies or develop new ones for investigating particular issues or topics central to the fields of inquiry listed above.

ASR Editorial Review Board

Herman Aguinis (Indiana, USA) – Human Resources, Modelling
Ruth Aguilera (Illinois, USA) – Governance, Intl Business
Pat Auger (Melbourne, AUSTRALIA) – Marketing, Modelling
Pratima Bansal (Ivey-UWO, CANADA) – Management, Sustainability
Michael Barnett (Rutgers, USA) – Management, Sustainability
Russell Belk (York, CANADA) – Marketing, Consumer Behaviour
Gordon Clark (Oxford, UK) – Earth Sciences, Sustainability
Jonathan Doh (Villanova, USA) – Politics, NGOs, Intl Business
Giana Eckhardt (London, Royal Holloway, UK) – Marketing, Consumer Behaviour
Jeffrey Harrison (Richmond, USA) – Strategy, Law
Stuart Hart (Cornell, USA) – Management, Innovation
Michael Hiscox (Harvard, USA) – Politics, Intl Relations
Ans Kolk (Amsterdam, NETHERLANDS) – NGOs, Development, Intl Business
Ted London (Michigan, USA) – NGOs, Development, Intl Business
Jeffrey Malpas (Tasmania, AUSTRALIA) – Ethics, Philosophy
Anita McGahan (Toronto, CANADA) – Strategy, Management
Joachim Schwalbach (Humboldt U-Berlin, GERMANY)
Donald Siegel (SUNY Albany, USA) – Strategy, Management, Governance
N. Craig Smith (Insead, FRANCE) – Strategy, Marketing
Tom Sorrell (Warwick, UK) – Philosophy, Politics
David Vogel (Berkeley, USA) – Economics, Politics
Richard Wilk (Indiana, USA) – Culture, Anthropology
Cynthia Williams (York, CANADA) – Law, Governance
Maurizio Zollo (Bocconi, ITALY) – Strategy, Sustainability

Submission Process

ASR does not accept article submissions without the initial submission of a proposal. The objective of the proposal process is to be efficient in the processing of articles. We want to know "what" you are going to say, "to whom" you are going to say it, "why" what you are saying is important, and "how" you are going to convince your audience of the veracity of your argument. This allows the editorial team to provide author(s) with information that facilitates the review process, while allowing us to be proactive in working with authors.

Proposals should be no longer than 5 pages single-spaced with standard 1-inch margins and in a 12-point font. The proposal must include the following information with the following headings.

The idea: The specific important and innovative idea that is going to be the focus of the article. This should not be long-winded literal description but be a clear and concise statement of the big/new idea that is at the core of what you are doing.

To whom is the article speaking: While ASR is clearly speaking to other scholars interested in issues of social responsibility, it is important to frame your paper in a specific topical and disciplinary area in the first instance. Hence, you need to outline who might be the primary audience for your article. For instance, is it the legal community, anthropologists, or marketing scholars (i.e., to what extent is it disciplinary?)? Is it those interested in human rights, CSR performance, or social innovation (i.e., to what extent is it phenomenon or topic based?)?

The importance of the idea: Why is your paper important? This needs to be understood as you address how you are going to take your specific knowledge and frame it in a way that resonates with your audience. In other words, why is it important to your readership and not just to you?

How are you going to justify, defend and communicate your idea: What is the theoretical and/or empirical evidence the article will be presenting in order to convince your audience of the veracity and importance of your idea? If you have specific data sources, outline what these are. If you are building a theoretical argument, then outline how you are going to logically justify and defend that argument. If your paper is empirical, provide a brief overview of your methods (e.g., experimental design, econometric model, statistical testing, etc.).

More information is available at: http://emeraldgrouppublishing.com/asr.htm and submissions are done via manuscript central.

Volume 1 of the journal can be seen here: http://www.emeraldinsight.com/toc/asr/1/1

You can read an editorial discussing the philosophy of the journal here: http://www.emeraldinsight.com/doi/full/10.1108/ASR-06-2015-0005

Over time we will be holding a series of workshops on topics of specific interest. We plan to hold these workshops in conjunction with conferences plus also independently.

If you have any questions, please feel free to contact the editors.

Timothy M. Devinney
University Leadership Chair and Professor of International Business, Pro Dean of Research & Innovation
Leeds University Business School
Maurice Keyworth Building
University of Leeds | Leeds | LS2 9JT | UK

Tuesday, September 8, 2015

CfP: The creation and capture of entrepreneurial opportunities across national borders


Special Issue of the Journal of International Business Studies


Special Issue Editors:
  • Deadline for submission: November 16, 2015
  • Tentative publication date: Spring 2017


The goal of this special issue of JIBS is to encourage research that deepens knowledge of the creation and capture of entrepreneurial opportunities across national borders by diverse organizational types such as international new ventures (INVs), born global firms, micro-multinationals, corporate entrepreneurs, family businesses, and social and non-profit ventures (e.g., Arregle, Naldi, Nordqvist & Hitt, 2012; Coviello & Jones, 2004; Knight & Cavusgil, 2004; Oviatt & McDougall, 1994; McDougall & Oviatt, 2000; Zahra, 2005; Zahra & George, 2002; Zahra, Newey & Li, 2014).  

International entrepreneurship has been defined as “the discovery, enactment, evaluation, and exploitation of opportunities – across national borders – to create future goods and services” (Oviatt & McDougall, 2005: 7).  Recent commentaries on the field (e.g. Cavusgil & Knight, 2015; Coviello, 2015; Jones, Coviello & Tang, 2011; Keupp & Gassmann, 2009; Mathews & Zander, 2007; Zander, McDougall-Covin & Rose, 2015) have urged scholars to move beyond current understandings of early and accelerated internationalization through richer theoretical and empirical investigations of international entrepreneurship. There has long been consensus that the pursuit of opportunity is the core of entrepreneurship (e.g. Knight, 1921; Schumpeter, 1939; Shane & Venkataraman, 2000), whether opportunities are discovered or created (Alvarez, Barney & Anderson, 2013).   Scholars have identified important processes in this pursuit, including processes related to cognition (e.g. Grégoire, Barr & Shepherd, 2010), effectuation (e.g. Sarasvathy, 2001), and bricolage (e.g. Baker & Nelson, 2005; Garud & Karnoe, 2003), and an opportunity-focused perspective is being extended to international entrepreneurship (e.g. Bingham, 2009; Jones & Casulli, 2014; Mainela, Puhakka & Servais, 2014; Sarasvathy, Kumar, York & Bhagavatula, 2014).
Scholarship that integrates perspectives from entrepreneurship and international business, or spans disciplinary boundaries, can create new perspectives or frameworks that improve our understanding of the creation and capture of opportunities across national borders. We invite submissions that advance international business theory in this domain and, ideally, that also contribute to the entrepreneurship literature.

Possible Research Topics 

The proposed special issue focuses on the creation and capture of entrepreneurial opportunities across national borders. We seek papers that advance theoretical perspectives and provide valuable insights and new knowledge to enrich international entrepreneurship scholarship, and also that guide practitioners and policy-makers.  We invite submissions from scholars who, individually or collectively, draw on varied theoretical perspectives, adopt diverse empirical approaches, and investigate at multiple levels of analysis.  We particularly encourage submissions that provide conceptual clarity of international entrepreneurship as pursued by different types of market actors, and those that provide new empirical contributions.  Well-conceived submissions antithetical to this domain are welcome too, provided they make a meaningful contribution to the international business field more generally.  Examples of appropriate topics and research questions include, but are not limited to, the following:

  • ·         How can perspectives from entrepreneurship and international business be integrated to create new perspectives or frameworks to enrich an opportunity-based understanding of international entrepreneurship, and unify and improve heterogeneous constructs and operational definitions?
  • ·         What processes are involved in the creation and capture of entrepreneurial opportunities across national borders?   What accounts for variance in these processes and their outcomes?  What is the role in such processes of key IB concepts such as psychic distance, risk, uncertainty, or transnational communities?
  • ·         How does the pursuit of international opportunities vary across categories of individuals?  What new concepts, relationships or processes are important in understanding the cognitions, behaviors and/or outcomes associated with the pursuit of international opportunities by focal categories of entrepreneurs (for example, immigrant entrepreneurs, ethnic entrepreneurs, transnational entrepreneurs or women entrepreneurs)?  
  • ·         How does the pursuit of international opportunities vary across categories of organizations?  What new concepts, relationships or processes are important in understanding the cognitions, behaviors and/or outcomes associated with the pursuit of international opportunities by focal categories of organizations (for example startups, corporations, SMEs, family businesses, social ventures, not-for-profit ventures, governmental agencies, or non-governmental organizations)?
  • ·         How are organizations managing the challenges of early and/or accelerated internationalization in pursuing international opportunities?  How do such firms manage costs, uncertainty and risks in such environments?  How do they overcome inherent liabilities to be perceived as legitimate and reputable?  What are their subsequent trajectories?  We particularly welcome research in this area on firms in emerging, rapid-growth and less-developed economies, and from disciplines that have been under-represented to-date such as human resource management, finance, accounting, operations and policy studies. 
  • ·         How do advanced technologies and digitization provide new and enhanced prospects to create and capture international opportunities?  How does the sociomateriality of technologies impact interactions among market actors, and, for example, overcome the challenges of lack of a local presence?  What are trade-offs between scale and adaptation? 
  • ·         How do cultures and institutions, such as governments, regulations, and industries, affect market and nonmarket approaches to the pursuit of international opportunities, and, in turn, how do entrepreneurial activities affect cultural and institutional contexts?  What institutional policies and practices impact, or are impacted by, the pursuit of international opportunities?  How does entrepreneurial internationalization vary across different cultural and institutional environments?

Submission Process

All manuscripts will be reviewed as a cohort for this special issue.  Manuscripts must be submitted in the window between November 2, 2015, and November 16, 2015, at 
http://mc.manuscriptcentral.com/jibs.  All submissions will go through the JIBS regular double-blind review process and follow the standard norms and processes.

For more information about this call for papers, please contact the Special Issue Editors or the JIBS Managing Editor (managing-editor@jibs.net).


Alvarez, S.A., Barney, J.B., & Anderson, P. 2013.  Forming and exploiting opportunities:  The implications of discovery and creation processes for entrepreneurial and organizational research.  Organization Science, 24(1): 301-317.

Arregle, J-L., Naldi, L., Nordqvist, M., & Hitt, M.A. 2012.  Internationalization of family-controlled firms: A study of the effects of external involvement in governance.  Entrepreneurship Theory & Practice, 36(6): 1115-1143.

Baker, T., & Nelson, R. 2005.  Creating something from nothing: Resource construction through entrepreneurial bricolage.  Administrative Science Quarterly, 50(3): 329-366.
Bingham, C. 2009.  Oscillating improvisation: How entrepreneurial firms create success in foreign market entries over time.  Strategic Entrepreneurship Journal, 3(4): 321-345.
Cavusgil, S.T., & Knight, G. 2015.  The born global firm:  An entrepreneurial and capabilities perspective on early and rapid internationalization.  Journal of International Business Studies, 46(1): 3-16.
Coviello, N. 2015.  Re-thinking research on born globals.  Journal of International Business Studies, 46(1): 17-26.
Coviello, N., & Jones, M. 2004.  Methodological issues in international entrepreneurship research.  Journal of Business Venturing, 19(4): 485–508. 
Garud, R., & Karnoe, P. 2003.  Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship.  Research Policy, 32: 277-300.
Grégoire, D.A., Barr, P.S., & Shepherd, D.A. 2010.  Cognitive process of opportunity recognition:  The role of structural alignment.  Organization Science, 21(2): 413-431.
Jones, M.V., & Casulli, L. 2014.  International entrepreneurship:  Exploring the logic and utility of individual experience through comparative reasoning approaches.  Entrepreneurship Theory & Practice, 38(1): 45-69.
Jones, M. V., Coviello, N., & Tang, Y. K. 2011.  International entrepreneurship research (1989-2009): A domain ontology and thematic analysis.  Journal of Business Venturing, 26(6): 632-659.
Keupp, M., & Gassmann, O. 2009.  The past and the future of international entrepreneurship: A review and suggestions for developing the field.  Journal of Management, 35(5): 600-633. 
Knight, G., & Cavusgil, S.T. 2004.  Innovation, organizational capabilities, and the born global firm.  Journal of International Business Studies, 35(2): 124-141.

Knight, F.H. 1921.  Risk, Uncertainty and Profit.  New York:  Houghton Mifflin.

Mainela, T., Puhakka, V., & Servais, P. 2014. The concept of international opportunity in international entrepreneurship:  A review and research agenda.  International Journal of Management Reviews 16(1): 105-129.
Mathews, J., & Zander, I. 2007.  The international entrepreneurial dynamics of accelerated internationalization.  Journal of International Business Studies, 38(3): 387-403.
McDougall, P., & Oviatt, B. 2000.  International entrepreneurship: The intersection of two research paths.  Academy of Management Journal, 43(5): 902–906.
Oviatt, B., & McDougall P. 1994.  Toward a theory of international new ventures.  Journal of International Business Studies, 25(1): 45–64.

Oviatt, B. & McDougall, P. 2005.  The internationalization of entrepreneurship.  Journal of International Business Studies, 36(1): 2-8.

Sarasvathy, S.D. 2001.  Causation and effectuation:  Toward a theoretical shift from economic inevitability to entrepreneurial contingency.  Academy of Management Review, 26(2): 243-263.

Sarasvathy, S., Kumar, K., York, J.G., & Bhagavatula, S. 2014.  An effectual approach to international entrepreneurship: Overlaps, challenges, and provocative possibilities.  Entrepreneurship Theory & Practice, 38(1): 71-93.

Schumpeter, J.A. 1939.  Business cycles:  A Theoretical, Historical, and Statistical Analysis of the Capitalist Process.  New York: McGraw-Hill.

Shane, S., & Venkataraman, S. 2000.  The promise of entrepreneurship as a field of research.  Academy of Management Review, 25(1): 217-226.

Zahra, S. 2005.  A theory of international new ventures: A decade of research.  Journal of International Business Studies, 36(1): 20–28.
Zahra, S., & George, G. 2002.  International entrepreneurship: The current status of the field and future research agenda. In M. Hitt, R. Ireland, M. Camp, & D. Sexton (Eds.) Strategic leadership: Creating a new mindset: 255–288. London: Blackwell.
Zahra, S., Newey, L., & Li, Y. 2014.  On the frontiers:  The implications of social entrepreneurship for international entrepreneurship.  Entrepreneurship Theory & Practice, 38(1): 137-158.

Zander, I., McDougall-Covin, P., & Rose, E.L. 2015.  Born globals and international business: Evolution of a field of research.  Journal of International Business Studies, 46(1): 27-35.

Special Issue Editors

Gary Knight is the Helen Jackson Chair in International Management at Willamette University in Salem and Portland, Oregon, USA, and Visiting Professor at the University of Southern Denmark.  He is Chair of the Western United States Chapter of the Academy of International Business.  He has published widely on born globals and international entrepreneurship, including several articles in JIBS.  His 2004 co-authored article on born globals won the 2014 JIBS Decade Award.  Co-authored books include Born Global Firms: A New International Enterprise.  He is currently an editor of the International Business book collection at Business Expert Press.  He testified on firm internationalization before the US House of Representatives Small Business Committee.  He was inaugural Chair of the “SMEs, Entrepreneurship, and Born Global” track of the Annual Meeting of the Academy of International Business.  His co-authored textbook with S. Tamer Cavusgil and John Riesenberger, International Business: Strategy, Management, and the New Realities3rd Ed, is published by Pearson Prentice-Hall.  His PhD in international business is from Michigan State University.  Prior to academia, he was the export manager of an internationalizing SME.  

Peter Liesch is Professor of International Business in the UQ Business School at The University of Queensland, Australia.  He has published extensively on small firm internationalization and born global firms.  He co-edited a special issue on early internationalization at the Journal of World Business, and jointly won an Australia Research Council Grant on born globals.  Funded by the Australia Business Foundation, he jointly produced Born to be Global: A Closer Look at the International Venturing of Australian Born Global Firms.  His publications have appeared in the Journal of International Business Studies, Journal of the Academy of Marketing Science, Journal of World Business, and others.  Currently Associate Editor, Strategy and International Business with the Australian Journal of Management, he was also Senior Editor of the Journal of World Business.  He served as Vice-President (Administration) of the Academy of International Business and Vice-President of the Australia and New Zealand International Business Academy.  A Fellow of the Australian Institute of Management and a Professional Member of the Economics Society of Australian (Qld) Inc., his Ph.D. is from the School of Economics at The University of Queensland.
Lianxi Zhou is Professor of Marketing and International Business in the Goodman School of Business (GSB) at Brock University, Canada.  He is also a Visiting Professor at the Nottingham University Business School (NUBS) China, and has served as Chair Professor in the School of Management and Economics at Shaoxing University and Honorary Professor in the MBA School of Management Zhejiang Gongshang University, China. Previously he taught at the University of Guelph, Canada and Lingnan University in Hong Kong. His recent research on international entrepreneurship has focused on born globals and international new ventures. He brings perspectives from international marketing, entrepreneurship, and IB theories to the study of international entrepreneurship. He has published extensively in refereed journals, including Journal of International Business Studies, Journal of Business Venturing, Journal of the Academy of Marketing Science, International Business Review, Journal of International Marketing, Journal of World Business, and others. Also, he has taught for MBA and EMBA programs in a number of leading universities across Canada, Hong Kong, and the Chinese Mainland. He is currently in the Editorial Board for the Journal of International Marketing. He received his PhD in Marketing from Concordia University in Montreal, Canada.
Rebecca Reuber is Professor of Strategic Management at the University of Toronto’s Rotman School of Management, and Area Editor for International Entrepreneurship at JIBS.  Her recent IE research has focused on the internationalization of internet-based new ventures.   She sits on the editorial boards of Journal of Business Venturing and Entrepreneurship Theory & Practice, and recently completed three terms as Associate Editor at Family Business Review.  She has held visiting positions at the University of Adelaide, the University of Glasgow, the University of Victoria, The Australian National University, and Dartmouth College.  She has also conducted policy-oriented research in the international entrepreneurship area, in collaboration with the Conference Board of Canada, Industry Canada, the Department of Foreign Affairs & International Trade Canada, and the Commonwealth Secretariat.  

CfP: Case Study Research in Mergers and Acquisitions

Case Study Research in Mergers and Acquisitions

Special issue call for papers from Management Research

Guest Editors

  • Dr. En Xie, Associate Professor in Strategy and International Business Xi'an Jiaotong University, School of Management, Xi'an, China 
  • Dr. Narendar V. Rao , Professor in Finance and Management, Northeastern Illinois University (NEIU), Chicago, USA 
  • Dr. K. Srinivasa Reddy , Postdoc in International Management (Ph.D. from Indian Institute of Technology (IIT) Roorkee, Uttarakhand,  India). 

Backdrop of the Theme

A special issue of the Management Research Journal will focus on the most under examined temporal issue in the literature, that is, case study research in mergers and acquisitions.

The term, merger or acquisition, is defined, evaluated and used differently in different disciplines. For instance, economic researchers postulated that merger is the form of market for corporate control that arises due to economic, regulatory, or technology shocks. Likewise, finance scholars exhibited that acquisition is a choice of investment and accounting professionals described that merger is a combination or amalgamation of two or more balance sheets. While, strategy

scholars defined that merger/acquisition (M&A) is an inorganic growth and aggressive strategic alternative, which helps a business enterprise in achieving accelerated growth than that of reaching organic growth. Historically, M&A concept is originally evolved in the western part and thereafter, has gradually, engulfed rest of the world due to liberalization, economic integration and globalization. Conversely, the existing literature has been dominated by finance and accounting discipline, followed by economics, organizations and strategic management, international business, law and sociology (Haleblian et al., 2009; Piekkari et al., 2009; Bengtsson and Larsson, 2012).

By and large, M&A is an interdisciplinary stream that allows all kinds of technical and non- technical scholars to draw conclusions and explore new perspectives. Based on methodological perspective, it is found that extant findings drew largely through quantitative or empirical methods. This is due to the availability of numerical data (stock price, accounting information), access and empirical fit. At the same time, management scholars have paid less attention to qualitative research in M&A stream. While, a number of issues refer to the use of qualitative methods in business management have been discussed in the academy meetings and leading journal editorials (Birkinshaw et al., 2011). For instance, Haleblian et al. (2009) found that only three per cent of articles have used case method in M&A research out of 167 articles published during 1992-2007 period.

On the other hand, case study research is the modest qualitative method in social sciences. Thus, case studies, case surveys, analytical cases, research cases and longitudinal cases are defined as qualitative case research design, which is a powerful ideographic tool for conducting non- empirical research, yet largely under practiced in M&A stream (Bengtsson and Larsson, 2012; Reddy, 2015; Stake, 1995). 
Conceptually, case method is “an empirical inquiry that investigates a contemporary
phenomenon within its real life context, especially when the boundaries between phenomenon and context are not clear evident, and it relies on multiple sources of evidence” (Yin, 1994, p. 13). Similarly, Woodside (2010) defined as “an inquiry that focuses on describing, understanding, predicting, and/or controlling the individual” (i.e. process, animal, person, household, organization, group, industry, culture, or nationality). Hence, it has distinct merit to other qualitative methods. Case researchers use case method to answer “why and how” as well as to build new theory and suggest testable propositions based on in-depth case analysis that subject to single case or multiple cases (Eisenhardt, 1989; Hoon, 2013).

In the recent past, scholars have noticed that the revisiting, testing, reinforcing and building new theoretical constructs is essential (fairly lacked) in M&A stream, which could help to explore new knowledge and improve existing literature (Drauz, 2013; Geppert et al., 2013; Reddy et al., 2014). Taking things forward:
  • How does a negotiation happen and complete in M&A dialogue? (Weber and Tarba, 2012) 
  • How does acquirer’s prior acquisition experience influence the continuing acquisition plans? 
  • What motivates business enterprises to participate in M&A deals? 
  • Why does a local or international deal become delay or fail? 
  • What are the deal-specific factors affecting deal completion? 
  • What are the firm- and industry-specific factors motivating firms to involve in local and international deals? 
  • What are the most crucial country-specific determinants influencing the cross-border deal negotiations? 
  • What role does print and electronic media play in M&A dialogue? 
  • What should be an ideal deal structure? 
  • Do toehold, non-compete agreement, cash payment, stock payment, proxy contest, economic status of participating nations and dual listing norms influence the negotiations in local and overseas settings? 
  • What role does M&A advisory firms play in local and international deals? 
  • How does the acquirer plan, implement and supervise post-merger integration stage? (Dauber, 2012) 
  • What are the difficulties in cross-border merger integration strategy? 
  • How does the acquirer overcome cultural issues in post-merger integration stage? 
  • What role does human resource play in post-merger stage?
This special edition welcomes original submissions from all management streams that should be conducting in-depth case analysis or case research, with theory testing/ development in M&A subject. Further, case researchers are suggested to pursue and present important elements in case research design include data technique, sampling cases, sampling place, sampling period, triangulation, case study protocol, and quality and rigor (Yin, 1994; Hoon, 2013; Poulis et al., 2013).

With this note, guest editors wish to invite papers, but are not restricted to the following research themes:
  •  Characteristics of acquirer and target firms 
  •  Motives of local vs. cross-border acquisitions in developed economies 
  •  Motives of local vs. cross-border acquisitions in emerging economies 
  •  Motives of emerging market firms participating in cross-border M&As 
  •  M&A dialogue – initiation stage 
  •  M&A dialogue – negotiation stage 
  •  M&A dialogue – integration stage 
  •  Deal-specific characteristics in local and international settings 
  •  Delay in negotiations ... broken deal 
  •  Delay in negotiations ... successful deal 
  •  Successful vs. unsuccessful deals in local and overseas environment 
  •  The first international acquisition experience 
  •  Pior acquisition experience in deal completion 
  •  Dating-before-marriage: Alliance-merger model 
  •  Prior alliance/joint venture and acquisition 
  •  International diversification through merger/acquisition 
  •  Takeover battle – target firm, acquirer vs. proxy 
  •  Takeover battle – target firm, acquirer vs. rival bidding
  •  Private equity funding and successful acquisition 
  •  Post-merger integration – change management 
  •  Human resource role in the post-acquisition stage 
  •  Marketing integration after merger/acquisition 
  •  CEO reaction to complete vs. incomplete deals in local and overseas settings 
  •  Diversified business groups and acquisition experience 
  •  Single or Multiple case method 
  •  Longitudinal case study and analysis 
  •  Theory testing; and theory building research 
  •  Sector/industry-specific case study and analysis 
  •  Improved/extended version of teaching cases with analysis 

Submission and Publication Information

  • Submission of First Draft via Online System: 20 January 2016 
  • Initial decision: Within 10 days from the submission date
  • First round review comments returned to authors: 10 May 2016
  • Resubmission of first round selected papers: 10 July 2016
  • Final decision: 20 August 2016 
  • Number of papers: 4 to 6 papers
  • Expected publication: Last issue of 2016/First issue of 2017 

Submission guidelines

The papers should discuss research and practical implications within the special issue theme. Indeed, we are especially looking for papers that shed light on case study settings. Prospective authors should submit their papers in a structured format that includes abstract, introduction, literature review, research design, discussions and conclusions. While, authors are suggested to present their Abstract in the Emerald style headings – Purpose, Design/Method, Findings, Research limitations, Practical implications, Originality/Value and Keywords, and Citation and References.

Please feel free to contact us for any queries relating to manuscript preparation, submission and review process.
Submit your manuscript online at https://mc.manuscriptcentral.com/mrjiam
Submissions Editor: Dr. K.S. Reddy (cssrinivasareddy@live.com)


  • Bengtsson, L. and Larsson, R. (2012), “Researching mergers & acquisitions with the case study method: Idiographic understanding of longitudinal integration processes”, In: Y. Weber (eds), Handbook for Mergers and Acquisitions Research, pp. 172-202. Edward Elgar, Cheltenham, UK. 
  • Birkinshaw, J., Brannen, M.Y. and Tung, R.L. (2011), “From a distance and generalizable to up close and grounded: Reclaiming a place for qualitative methods in international business research”, Journal of International Business Studies, vol. 42 no. 5, pp. 573-81. 
  • Dauber, D. (2012), “Opposing positions in M&A research: culture, integration and performance”, Cross Cultural Management: An International Journal, vol. 19 no. 3, pp. 375-98. 
  • Drauz, R. (2013), “In search of a Chinese internationalization theory: A study of 12 automobile manufacturers”, Chinese Management Studies, vol. 7 no. 2, pp. 281-309. 
  • Eisenhardt, K.M. (1989), “Building theories from case study research”, Academy of Management Review, vol. 14 no. 4, pp. 532-50. 
  • Geppert, M., Dörrenbächer, C., Gammelgaard, J. and Taplin, I. (2013), “Managerial risk-taking in international acquisitions in the brewery industry: institutional and ownership influences compared”, British Journal of Management, vol. 24 no. 3, pp. 316-32. 
  • Haleblian, J., Devers, C.E., McNamara, G., Carpenter, M.A. and Davison, R.B. (2009), “Taking stock of what we know about mergers and acquisitions: a review and research agenda”, Journal of Management, vol. 35 no. 3, pp. 469-502. 
  • Hoon, C. (2013), “Meta-synthesis of qualitative case studies: an approach to theory building”, Organizational Research Methods, vol. 16 no. 4, pp. 522-56. 
  • Piekkari, R., Welch, C. and Paavilainen, E. (2009), “The case study as disciplinary convention: evidence from international business journals”, Organizational Research Methods, vol. 12 no. 3, pp. 567-89. 
  • Poulis, K., Poulis, E. and Plakoyiannaki, E. (2013), “The role of context in case study selection: an international business perspective”, International Business Review, vol. 22 no. 1, pp. 304-14. 
  • Reddy, K.S. (2015), “Beating the Odds! Build theory from emerging markets phenomenon and the emergence of case study research–A “Test-Tube” typology”, Cogent Business & Management, vol. 2 no. 1, pp. 1-25. 
  • Reddy, K.S., Nangia, V.K. and Agrawal, R. (2014), “Farmers Fox theory: Does a country’s weak regulatory system benefit both the acquirer and the target firm? Evidence from Vodafone- Hutchison deal”, International Strategic Management Review, vol. 2 no. 1, pp. 56-67. 
  • Stake, R.E. (1995), The Art of Case Study Research, Sage, London. 
  • Weber, Y. and Tarba, S.Y. (2012), “Mergers and acquisitions process: The use of corporate culture analysis”, Cross Cultural Management: An International Journal, vol. 19 No. 3, pp. 288- 303. 
  • Woodside, A.G. (2010), Case Study Research: Theory, Methods and Practice, Emerald, Bingley, UK. 
  • Yin, R.K. (1994), Case Study Research: Design and Methods, 2nd Ed., Sage, Thousand Oaks, CA.