Saturday, March 28, 2015

Call for Papers, Special issue on: From Emerging to Emerged: A Decade of Development of Dragon Multinationals

Asia Pacific Journal of Management

Special Issue and Conference on:

“From Emerging to Emerged: A Decade of Development of Dragon Multinationals

  • Submission Deadline: April 15, 2015
  • Conference Place and Date: 11-12 December, 2015 
  • Venue: Macquarie University, Sydney, Australia
  • Estmated Date of Publication: November 2016

Special Issue Guest Editors:

  • Jane Lu (University of Melbourne and National University of Singapore)
  • Xufei Ma (Chinese University of Hong Kong)
  • Lucy Taksa (Macquarie University)
  • Yue Wang (Macquarie University)

Special Issue Consulting Editors:

  • Mike Peng (University of Texas at Dallas) 
  • Ravi Ramamurti (Northeastern University) 

Conference Sponsor:

Department of Marketing and Management, Macquarie University, Sydney, Australia.

In 2006, the Asia Pacific Journal of Management (APJM) published an influential article “Dragon multinationals: New players in 21st century globalization” (Mathews, 2006a, 23:5-27). In this conceptual article, John Mathews (Macquarie University, Australia) defines firms from the periphery—especially those from the Asia Pacific region—as ‘dragon multinationals’. The author develops a new model to illustrate the three pillars common in these firms’ pattern of accelerated internationalization and summarizes them into his linkage, leverage, and learning (LLL) model.

According to Mathews (2006a), for dragon multinationals, the best and the quickest way to capture global opportunities and to tap into global resources is first to link up with firms around the global, second to leverage such links to overcome resource barriers (including foreign direct investment (FDI) through acquisitions), and third to learn to build up their own capabilities in a cumulative fashion. These three pillars of linkage, leverage and learning are what make dragon multinationals’ international expansion distinctive from the internationalization pattern of Western incumbents.

To the extent that firms that lack initial resources may take advantage of the increasingly interconnected global economy in a pattern consistent with the LLL model, the LLL model may become one of the dominant paradigms in international business (IB) research in the 21st century, just like how the OLI model was viewed by the IB and management community in the 20th century. We do not know whether this significant paradigm development will happen, but the fact that John Mathews’ article won the second APJM Best Paper Award in 2009 and became the second most cited APJM paper ever (with over 600 Google Scholar citations) in just a few years after its appearance in 2006 is a strong signal that the IB and management community may just be ready to embrace such a paradigm development. However, whether such a paradigm development will materialize (Dunning, 2006; Narula, 2006) is at least dependent on two critical issues, which will be addressed in this Special Issue. First, do we have accumulated sufficient evidence to suggest that there is indeed a need for a new paradigm such as the LLL model to account for a very different internationalization process? Second, nearly ten years since Mathews (2006a), do we have sufficient knowledge about ways that those already emerged dragon multinationals (such as Acer, Li & Fung, and Lenovo that appeared in Mathews’ original article) manage their global operations?

To further enrich our understanding of the merits and limits of the LLL model, we also call for papers that provide new theoretical or empirical insights to help us better understand the internationalization patterns and strategies adopted by firms from the rapidly developing Asia Pacific region including those are still emerging and those already emerged in the global stage. To the extent that management problems remain the same over time while their solutions differ from part of the world to part of the world (Hostede, 2007), we also welcome manuscripts that look at the impact of the emerging or emerged dragon multinationals on the strategies and behaviours of Western MNEs in different parts of the world.

Overall, this Special Issue provides an opportunity to (1) reflect on John Mathews’ influential article on the then emerging dragon multinationals, and (2) bring together research on recent development of those dragon multinationals that are already emerged in the global market as well as research on the interactions between these (relatively) new players and incumbent western players in an increasingly interconnected global business environment. To serve these purposes, manuscripts are not restricted to, but could deal with the following topics:

  • · Empirical studies to test the validity of the LLL model in a broader range of firms (including but not limited to emerging and emerged dragon multinationals). 
  • · How the strategies, structures, and management practices (e.g. how to manage the challenge of diverse workforce) adopted by those emerged dragon multinationals differ from MNEs from the West and Japan. 
  • · How the LLL model and OLI model complement or substitute each other. 
  • · How the expansion of dragon multinationals to regions such as Africa and Australia affects the strategies of Western MNEs in these regions.
  • · How the pattern of expansion of dragon multinationals is affected by varying institutional conditions in their home countries.
  • · What the performance implications are as a result of the expansion of dragon multinationals.
Papers for the Special Issue should be submitted electronically to the APJM Online Submission System at, and identified as submissions to the “From emerging to emerged: a decade of development of dragon multinationals” Special Issue. The deadline for receipt of papers for this special issue is April 15, 2015. The format of submissions must comply with submission guidelines posted at the APJM website. Please indicate that your submission is to be reviewed for the Special Issue on “From Emerging to Emerged: A Decade of Development of Dragon Multinationals” (choose that in the “article type” item during the submission process).

Papers will be double-blind peer-reviewed. We will make initial editorial decisions by July 1, 2015. Authors invited to revise and resubmit their work will be invited to present the papers at a Special Issue development conference hosted by the Department of Marketing and Management at Macquarie University, Sydney, Australia.

The papers accepted and presented at the special issue conference will be considered for publication in the Special Issue of the APJM. Presentation at the conference does not necessarily guarantee publication in the special issue. The combination of a development conference 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 any of the Special Issue Editors:

Jane Lu
Professor, Department of Management and Marketing, University of Melbourne; and National University of Singapore

Xufei Ma
Associate Professor, Department of Management, Chinese University of Hong Kong

Lucy Taksa
Professor, Department of Marketing and Management, Macquarie University

Yue Wang
Associate Professor, Department of Marketing and Management, Macquarie University


  • Hofstede, G. (2007). Asian management in the 21st century. Asia Pacific Journal of Management, 24: 411-420.
  • Dunning, J. H. (2006). Comment on Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23: 139-141.
  • Narula, R. (2006). Globalization, new ecologies, new zoologies, and the purported death of the eclectic paradigm. Asia Pacific Journal of Management, 23: 143-151.
  • Mathews, J. A. (2006a). Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23: 5-27.
  • Mathews, J. A. (2006b). Responses to Professors Dunning and Narula. Asia Pacific Journal of Management, 23: 153-155.

Friday, March 27, 2015

Call for book chapters: Lessons from the Great Recession: At the Crossroads of Sustainability and Recovery

Lessons from the Great Recession: At the Crossroads of Sustainability and Recovery

Edited by: 

This volume of the Advances in Sustainability and Environmental Justice Series with Emerald Group Publishing UK, will examine the problems faced globally as economies try to build a sustainable future in the aftermath of the 'Great Recession'.

Call for Chapters:

Chapters for this volume will be accepted from international academics whose work focuses on issues of economy, sustainability, core-periphery politics and community development. This volume will examine the problems faced globally as economies try to build a sustainable future in the aftermath of the 'Great Recession'. 

The book will examine global cases of environmental sustainability & economics in the context of nations both the core and periphery. Essentially, the book will discuss the high costs of decisions taken in response to the 2008 economic crisis, one of which is now creating a lack of investment in environmental and developmental considerations.

The book will examine concepts of sustainability in the post recessionary and post-bailout world.
Definitions suggested for contributors include the following:
  1. Fiscal / economic / social sustainability
  2. Financial sustainability (sector risks etc) 
  3. Environmental sustainability 
Chapters may also examine the relationships between nations and nations and supra state agencies such as the UN, EU, IMF etc.

Abstracts should be emailed to Maria Alejandra Gonzalez-Perez at: by May 1st 2015

Final Submission of chapters will be by July 31st 2015.

Further information

Dr. Liam Leonard (BA, MPhil, PhD), California State University, Fullerton and  University of West Virginia.
Editor: Advances in Sustainability &Environmental Justice Book Series (Emerald UK)

Wednesday, March 25, 2015

Call for papers. Special Issue on: Management of Human Resources in MNCs from the BRICS Countries (Brazil, Russia, India, China, South Africa): Emerging Patterns, Challenges and Research Agenda

Journal of International Management 

Special Issue Call For Submissions

Management of Human Resources in MNCs from the BRICS Countries (Brazil, Russia, India, China, South Africa): Emerging Patterns, Challenges and Research Agenda

Guest Editors:

  • Pawan S. Budhwar (Aston University, Birmingham, UK),
  • Rosalie L. Tung (Simon Fraser University, Vancouver, CANADA)
  • Arup Varma (Loyola University, Chicago, USA) 
Ever since the publication of the Goldman Sachs report (Wilson and Purushothaman, 2003), the world has been carefully watching the growth and developments in the BRIC nations. South Africa sought membership to the BRIC Forum and was officially admitted as a member nation in December 2010. Since then the group has been renamed BRICS to reflect the five-nation membership. Not surprisingly, we have witnessed a number of critical developments in these five markets, such as creation of massive new markets for foreign firms; ever-increasing levels of both outward and inward FDI to and from them; and lately, the growth of MNCs from these markets which are challenging global players and even acquiring them. While research exists on HRM practices of MNCs from developed countries and their subsidiaries – including their operations in developing economies (e.g., Schuler et al., 2009), there is a dearth of publications on HRM systems in emerging market MNCs (EMNCs). Given the increasing awareness of the impact of HRM on organizational performance, the context-specific nature of HRM, the trend towards cross-vergence of HRM systems across the globe and the scarcity of reliable research evidence on HR policies and practices of MNCs from BRICS nation, it is both timely and topical to pursue a special issue on this topic.

Apart from the creation of useful information and knowledge for researchers, practitioners and policy makers, this special issue is expected to test the relevance of existing theoretical frameworks (e.g., OLI – ownership, location, internationalization; global standardization versus localization perspective; resource based view of the firm; institutional theory) to examine the nature and emerging patterns of HRM systems in MNCs from BRICS nations. Further, due to a combination of factors such as the heterogeneity of the BRICS nations, the motives for the growth of their respective MNCs being different, and the ownership of MNCs from these nations being different from developed nations MNCs, this special issue is expected to provide researchers the opportunity to examine and confirm the usefulness of new theoretical perspectives such as the LLL (linkage, leveraging, learning) (Mathews, 2006), dynamic capabilities perspective (Cazurra and Genc, 2008), ambidexterity perspective (Luo and Rui, 2009), ambicultural mode (Chen and Miller, 2010), reverse diffusion, spring board strategy (Luo and Tung, 2007), liability of country of origin, liability of foreignness and late mover disadvantage (e.g., Contractor et al., 2007; Guillen and Garcia-Canal, 2009), and hybridization or move towards the best practice model; contributing to developments in the fields of international HRM, international management, comparative management, and organizational learning (e.g., Tung, 2008; Horwitz and Budhwar, 2014).

The aim of this special issue is to create an opportunity to fill the above highlighted gaps in the existing body of literature by assembling conceptual, theoretical and empirical developments related to the topic of ‘management of human resources in the MNCs from BRICS nations’. HRM is generally acknowledged to be context-specific; and to better understand the nature of HRM systems relevant for EMNCs in different settings, it is important to analyze the business environment of the country of origin of these MNCs and the country of their operations (e.g., Khavul et al., 2010). Also, over the years, there has been an ongoing debates in the field of international HRM on topics such as the suitability of specific approaches to IHRM; global standardization versus localization of HRM policies; transfer of HR across subsidiaries and global sharing of best practice; global talent management; reverse knowledge transfers; the role of country specific HR centers in coordination and transfer of knowledge across the MNE operations; and convergence-divergence or cross-vergence of HRM across subsidiaries of MNCs operating in different parts of the world (see, e.g., Budhwar et al., 2009). However, the majority of these debates have been tested in MNCs from developed nations. In light of the rapid growth of MNCs from BRICS countries, a number of questions need addressing, such as what is the role of the HRM function in the internationalization of EMNCs? What IHRM approach(es) do EMNCs adopt? Are these similar to or different from those of developed countries MNCs? What kind of theoretical frameworks are suitable to investigate the emerging patterns of HRM systems in MNCs from BRICS nations? Do EMNCs emphasize global standardization, localization or glocalization of HRM systems? What are the key HRM challenges facing MNCs from emerging markets? This special issue is designed to address the aforementioned issues.

The following are illustrative questions/themes that are consistent with the spirit of this special issue. Authors are encouraged to contribute papers with wider perspectives, as long as the papers are in line with the broad theme of the proposed special issue.
  • What is the nature of HRM systems of foreign firms originating from emerging markets, specifically Brazil, Russia, India, China and South Africa? 
  • What are the major factors that affect HRM policies and practices from EMNCs in their overseas operations? 
  • What theoretical frameworks are relevant to examine and highlight the context-specific nature of HRM in EMNCs? 
  • Are HRM systems of MNCs from BRICS countries convergent with systems of developed nations? 
  • How do MNCs from BRICS countries share their best HRM practices and transfer them between headquarters and subsidiaries? 
  • What is the experience of expatriates from MNCs of BRICS countries, and to BRICS countries? 
  • How can HR policies and practices affect organizational performance of EMNCs? 
  • What is the role of HR in the formation and implementation of global strategic alliances (e.g., mergers and acquisitions)? 

Key dates for the Special Issue:

  • Submission Deadline: 31 July 2015
  • Review Completion: 30 April 2016
  • Publication: 2016/17

For enquiries please contact


  • Budhwar, P., Schuler, R. and Sparrow, P. (2009) (Eds.) Major Works in International Human Resource Management. London: Sage (4 Volumes).
  • Chen, M.J. and Miller D. (2010) West meets East: toward an ambicultural approach to management. Academy of Management Perspectives, 24(4): 17‒24. 
  • Contractor, F.J., Kumar, V. and Kundu, S.K. (2007) Nature of the relationship between international expansion and performance: The case of emerging market firms. Journal of World Business, 42: 401‒417. 
  • 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. 
  • Gullién, M.F. and Garcia-Canal, E. (2009) The American model of the multinational firm and the new multinationals from emerging economies. Academy of Management Perspectives, 23 (2): 23‒35. 
  • Horwitz, F. and Budhwar, P. (2014) (Eds) Handbook of Human Resource Management in Emerging Markets. Cheltenham: Edward Elgar (In Press).
  • Khavul, S., Benson, G.S. and Dutta, D.K. (2010) Is internationalization associated with investments in HRM? A study of entrepreneurial firms in emerging markets. Human Resource Management, 49(4): 693-711.
  • Luo, Y. and Rui, H. (2009) An ambidexterity perspective toward multinational enterprises from emerging economies. Academy of Management Perspectives, 23(4): 49‒70. 
  • Luo, Y. and Tung, R.L. (2007) International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38: 481‒498. 
  • Mathews, J.A. (2006) Dragon multinationals: New players in 21st century globalisation. Asia Pacific Journal of Management, 23: 5‒27. 
  • Schuler, R.S., Sparrow, P. and Budhwar, P. (2009) Major Works in International Human Resource Management. In P. Budhwar, R. Schuler and P. Sparrow (Eds.) Major Works in International Human Resource Management – Volume 1. London: Sage, xxiii - xxviii.
  • Tung, R.L. (2008) The cross-cultural research imperative: The need to balance cross-national and intra-national diversity. Journal of International Business Studies, 39(1): 41-46.
  • Wilson, D. and Purushothaman, R. (2003) Dreaming with BRICs: The path to 2050. Global Economics Paper Number 99. Goldman Sachs Global Economic Website,

Call for journal papers. Special Issue on The process of firm growth

Call for papers

Journal of Entrepreneurship, Management And Innovation

Entrepreneurship thematic area

The process of firm growth

Edited by:
  • Marta Gancarczyk, Jagiellonian University, Poland
  • Jon Mikel Zabala-Iturriagagoitia, University of Deusto, Spain

Contemporary research on firm growth has been vitally developing since the 1980s, when the phenomenon of gazelles was described as both critical to economic growth and rare in the population of enterprises (Birch, 1981, 1994; Storey, 1994; Coad, 2009; Acs et al., 2008). Studies on firm growth have evolved into three major streams (Davidsson et al., 2006; McKelvie and Wiklund, 2010). The first is directed at growth as an outcome, identifying the determinants and predictors of expansion, such as the characteristics of the entrepreneur(s), the firm and its strategy (Storey, 1994; Barringer et al., 2005; Coad, 2009). The second stream focuses on the outcomes of growth, exploring the conditions and methods of managing the company that expanded its scope and size, and is reflected in the stage or life-cycle models (Levie and Lichtenstein, 2010). Finally, the third and most current stream intends to explore the process of growth, i.e. how expansion is implemented and achieved, in terms of the entrepreneurial motives, economic rationale, mechanisms, environmental influences and modes (organic, external/acquisitive or hybrid modes, such as joint venture, licensing or franchising) (Davidsson et al., 2006; McKelvie and Wiklund, 2010; Stam, 2010; Leitch et al., 2010; Wright and Stigliani, 2013).

Major theoretical foundations of firm growth were laid by E. Penrose (1959) and evolutionary economists (Nelson and Winter, 1982) and they further developed into the resource-based approach to decision-making on firm scope and size (Peteraf, 1993, Wernerfelt, 1984; Barney, 1991; Hamel and Prahalad, 1990; Kogut and Zander, 1992). Concepts such as core competence and core-related capabilities, absorptive capacity (Cohen and Levinthal, 1990; Zahra and George, 2002) and dynamic capabilities (Teece et al., 1997, Teece, 2007) have explanatory power as to the motives and rationale for expansion). The heterogeneity of firm capabilities is reflected in the differences in their competitive positions and the ways firms achieve growth. The resource-based view of the firm, is often confronted but also combined with more external, environment-oriented view of transaction cost theory (Williamson, 1999; Tsang, 2000; Foss, 2005; Argyres and Zenger, 2012). This approach is particularly relevant for considering how firms can grow (mechanisms and modes of expanding the firm boundaries – i.e. their scope and size) (McKelvie and Wiklund, 2010; Williamson, 1975, 2005). It can be thus posited that the expansion process results from the assessment of capabilities and expected value relative to uncertainty and transaction costs.

We invite both theoretical and empirical papers that discuss the broad issue of firm growth process, namely:

  • - Entrepreneurial motivations and attitudes towards growth: opportunity exploitation, perceptions of risk and uncertainty;
  • - Economic rationale for growth: increasing value and strengthening the competitive position, strengthening the position relative to buyers and suppliers;
  • - Stimuli and impediments to company growth at the firm, industry and country levels;
  • - Mechanisms of growth: including causal relationships among the growth determinants (success factors and barriers), and the logic of the expansion, such as capability exploitation or exploration;
  • - Different modes of expansion, namely, organic, acquisitive and hybrid forms, including joint ventures, licensing and franchising; criteria of the mode choice, benefits, challenges, and performance outcomes from these specific modes;
  • - Science-based entrepreneurship as a possible mechanism for firm growth: drivers and impediments of knowledge transfer with a special emphasis on science-based industries; evaluation of public policy for science-based entrepreneurship – rationale, stakeholder groups, outcomes;
  • - Innovations as drivers of firm growth: the role of product, process, organizational and marketing innovations and their scope (newness for the world, for the firm and for its market);
  • - Economic relevance of firm growth at the national and regional levels: inputs into employment, value added, exporting activities, etc.

One-page abstracts should be sent to, by May 1, 2015. The authors of the proposals that fit into the theme of the special issue will be invited to submit a full paper by October 1, 2015. The papers will undergo a double-blind review. Submissions must be in English, should be no more than 15 pages single spaced in length (up to 8000 words), and follow the submission requirements posted on the JEMI website at The publication is planned as issue 1 in 2016.


  • Acs, Z., Parsons, W., Tracy, S. (2008). High-Impact Firms: Gazelles Revisited. Washington: Small Business Administration.
  • Argyres, N., Zenger, T. (2012). Capabilities, Transaction Costs, and Firm Boundaries. Organization Science, 23(6), 1643-1657.
  • Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
  • Barringer, B., Jones, F. & Neubaum, D. (2005). A Quantitative Content Analysis of the Characteristics of Rapid-Growth Firms and Their Founders. Journal of Business Venturing, 20(5), 663-687.
  • Birch, D., Medoff, J. (1994). Gazelles [in:] Solmon, L, Levenson, A. (eds.), Labor Markets, Employment Policy and Job Creation. Boulder: Westview Press, 159-168.
  • Birch, D. (1981). Who Creates Jobs? The Public Interest, 65, 3-14.
  • Coad, A. (2009). The Growth of Firms: A Survey of Theories and Empirical Evidence. Cheltenham: Edward Elgar.
  • Cohen, W., Levinthal, D. (1990), Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Sciences Quarterly, 35(1), 128-152.
  • Davidsson, P., Delmar, F. & Wiklund, J. (2006). Entrepreneurship and the Growth of Firms. Cheltenham: Edward Elgar.
  • Foss, K., Foss, N. (2005). Resources and Transaction Costs: How Property Rights Economics Furthers the Resource-Based View. Strategic Management Journal, 26(6), 541.
  • Hamel, G., Prahalad, C. (1990), The Core Competence of Corporation. Harvard Business Review, 68(5-6), 600-620.
  • Kogut, B., Zander, U. (1992). Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology, Organization Science, 3(3), 383–397.
  • Leitch, C., Hill, F. & Neergaard, H. (2010). Entrepreneurial and Business Growth and the Quest for a Compre­hensive Theory: Tilting at Windmills? Entrepreneurship Theory and Practice, 34(2), 249–260.
  • Levie, J., Lichtenstein, B. (2010). A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship, Entrepreneurship Theory and Practice, 34(2): 317-350.
  • McKelvie, A., Wiklund, J. (2010). Advancing Firm Growth Research: A Focus on Growth Mode instead of Growth Rate. Entrepreneurship Theory and Practice, 34(2), 261-288.
  • Nelson, R., Winter, S. (1982). An Evolutionary Theory of Economic Change. Cambridge: Harvard University Press.
  • Penrose, E. (1959). The Theory of the Growth of the Firm. Oxford: Oxford University Press.
  • Peteraf, M. (1993). The Cornerstones of Competitive Advantage: A Resources-Based View. Strategic Management Journal, 14(3), 179-191.
  • Stam, E. (2010). Growth beyond Gibrat: Firm Growth Processes and Strategies. Small Business Economics, 35(2), 129-135.
  • Storey, D. (1994). Understanding the Small Business Sector. London: Routledge.
  • Teece, D. (2007), Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance. Strategic Management Journal, 28(13), 1319-1350.
  • Teece, D., Pisano G. & Shuen, A. (1997). The Dynamic Capabilities of Firms: An Introduction. Industrial and Corporate Change, 3(3), 537-556.
  • Tsang, E. (2000). Transaction Cost and Resource-Based Explanations of Joint Ventures: A Comparison and Synthesis. Organization Studies, 21(1), 215-242.
  • Wernerfelt, B. (1984). A Resource-Based View of the Firm. Strategic Management Journal, 5(2), 171-180.
  • Williamson, O. (1975). Markets and Hierarchies: Analysis and Antitrust Implications. New York: The Free Press.
  • Williamson, O. (1999). Strategy Research: Governance and Competence Perspectives. Strategic Management Journal, 20(12), 1087–1108.
  • Williamson, O. (2005). The Economics of Governance. The American Economic Review, 95(2), 1-18.
  • Wright, M., Stigliani, I. (2013). Entrepreneurship and Growth. International Small Business Journal, 31(1), 3-22.
  • Zahra, S., George, G. (2002). Absorptive Capacity: A Review, Reconceptualization, and Extension. Academy of Management, 27(2), 185-203.

Invitación a presentar artículo académicos

Revista Oikos, de la Escuela de Administración y Economía de la Universidad Católica Silva Henríquez(Chile), invita a investigadores y académicos a presentar artículos inéditos, producto de trabajos de investigación concluidos o en desarrollo, que no han sido ni están en proceso de ser publicados por otra revista, en las diferentes áreas de la Administración, Contabilidad, Políticas Públicas y Economía para sus próximas ediciones.

El propósito fundamental de Oikos es dar a conocer, principalmente en la comunidad científica, académica y organismos vinculados al diseño e implementación de políticas públicas de Latinoamérica, los productos de investigaciones que se orienten a obtener resultados socialmente útiles y que permitan contribuir al desarrollo económico y social de la región desde una perspectiva solidaria de la economía y las organizaciones.

Oikos es una publicación periódica de carácter científico, con Comité Editorial, que sigue los parámetros internacionales de evaluación por pares anónimos y se publica regularmente desde hace 18 años.

Esta revista se encuentra indexada en Latindex, Clase y Dialnet.

La recepción de artículos, que se ajusten a las normas de publicación de la revista, se realiza durante todo el año a través de

Para la edición correspondiente al 1° semestre de 2015, la fecha de recepción de artículos finaliza el día 30de abril de 2015.

Mayor información:

Marcelo Yáñez P.
Revista Oikos
Escuela de Administración y Economía
Universidad Católica Silva Henríquez

Friday, March 20, 2015

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) 

NOTE: At the EIBA 2015 conference in Rio de Janeiro (, a special session around the prospective teaching cases on BRIC multinationals will be organized.

·      April 30th 2015: First submission of papers (to the EIBA 2015 Rio conference,
·      December 2015: Pre-selection of papers/chapters
·      March 15th 2016: Second submission of improved papers
·      May 15th 2016: Final submission of papers
·      November 2016: Publication of the book

Submit your contribution via the link:

Teaching cases shall be submitted as competitive papers (as per the guidelines above) to Track 14 of the EIBA 2015 conference and 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.

ATTENTION – Special Issue of ARLA: While PIBR Volume #11 is interested in cases about BRIC multinationals, Academia Revista Latinoamericana de Adminsitración (ARLA) ( will be publishing a special issue composed of the best teaching cases (submitted to the EIBA 2015 conference) that address internationalization challenges of Latin American firms (excluding Brazilian firms, which are within the scope of PIBR Volume #11).

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

Thursday, March 19, 2015

Call for conference papers: China Marketing International Conference 2015

China Marketing International Conference 2015

Call for Papers

Big Data, Cultural Difference and Marketing

  • July 24 - July 27, 2015, Xi’an, China,
  • Submission Deadline: May 31, 2015

On behalf of the organizing committee, we sincerely invite you to attend the 2015 China Marketing International Conference organized by City University of Hong Kong, Xi'an Jiaotong University and University of South Carolina. The conference will be held from July 24– 27, 2015 in Xi'an, China.

Important Dates

  • Abstract submission: April 30, 2015
  • Full Paper submission: May 31, 2015
  • Doctoral Consortium registration: May 31, 2015
  • Conference and hotel reservation: June 15, 2015
  • Conference date: July 24 - July 27, 2015

Conference Topics

Scholars are encouraged to present papers addressing the following topics and exchange ideas with each other during the Paper Presentation Sessions:

  • 1. Big Data Marketing
  • 2. Marketing Strategy
  • 3. Big Data and Social Networks
  • 4. Consumer Behavior
  • 5. Service Marketing
  • 6. Brand Management
  • 7. Logistics and Supply Chain Management
  • 8. Cross-cultural and International Marketing
  • 9. Marketing Analytics
  • 10. Non-profit Marketing
  • 11. General Business

For more details about the Conference, please visit our conference website:

Call for conference papers: Equality, Diversity and Inclusion (EDI) International Conference

Equality, Diversity and Inclusion (EDI) International Conference

Theme: Dealing with Diverse Identities

6-8 July 2015, Tel-Aviv University, Israel

  • Submission deadline: March 31, 2015

The EDI conference will take place on 6-8 July, 2015 in Tel Aviv, Israel (immediately following EGOS conference in Athens).
The conference theme is Dealing with Diverse Identities. Our Stream is: Making it Work Beyond the Classroom: The Impact of Education and Training on Changes in Multicultural Identities, Diversity Beliefs and Attitudes.

Submission and Registration online: