Monday, September 26, 2016

Call for papers. Special issues. How Does a Multinational Company’s Home Country Matter?

Journal of World Business

A Special Issue on

How Does a Multinational Company’s Home Country Matter?

Submissions open January 1-31, 2017

Special Issue Editors:
  • Alvaro Cuervo-Cazurra, Northeastern University
  • Yadong Luo, University of Miami
  • Ravi Ramamurti, Northeastern University
Supervising Editor:

  • Siah Hwee Ang, Victoria University of Wellington

Objective of the Special Issue:

“The multinationalizing trend (is) widely recognized as similar in nature irrespective of the nationality of the parent company” – Raymond Vernon (quoted in Wilkins 1986: 202)
Vernon’s quote above presents an interesting hypothesis that is worthy of deeper examination. Does the home country of a multinational company (MNC) not matter much, as he asserts, or does it, and if so how? That is the main question explored in this special issue of the Journal of World Business.
The rise of new multinationals from emerging markets serves as a valuable natural experiment for probing the impact of a firm’s home country on its international strategy and behavior (Ramamurti, 2009). By 2015, emerging market multinational companies (EMNCs) accounted for one-quarter of world outward foreign direct investment (FDI) flows and one-fifth of the largest firms in the Fortune Global 2000. This growth led to a surge in academic interest in these firms, including special issues and volumes dedicated to their analysis (e.g. Aulakh, 2007; Cuervo-Cazurra, 2012; Cuervo-Cazurra & Ramamurti, 2014; Gammeltoft, Barnard & Madhok, 2010; Luo & Tung, 2007; Ramamurti & Singh, 2009; Williamson et al., 2013). However, there has also been a growing debate on the value of studying them as a distinct type of MNC (see Aharoni, 2014; Cuervo-Cazurra, 2012; Dunning, Kim & Park, 2008; Godley, 2014; Ramamurti, 2012; Rugman, 2010). Part of the debate and associated confusion emerges from the flawed comparison that some of the analyses make, particularly in disentangling the impact of a multinational’s home country from that of other variables. Some unique features of these firms may be not so much associated with their home country but rather with their industry of operation, stage of internationalization, ownership structure, and international experience (Ramamurti, 2012). An appropriate comparison of EMNCs with firms from other countries, such as advanced country multinational companies (AMNCs), may reveal which features of EMNCs are truly unique because of the country they come from and which are common to all MNCs regardless of their home country.
Many of the current MNC theories have paid limited attention to an MNC’s home country. Location has received relatively less attention than other firm characteristics (Dunning, 1998). Even those studies that tackle location explicitly have tended to focus on how characteristics of the host country affect the expansion of foreign firms, such as the host country’s level of development, its institutional and political system, or its economic size and degree of economic openness (e.g., Barkema, Bell & Penning, 1996; Chung & Beamish, 2005; Delios & Henisz, 2003; Meyer et al., 2013). Other studies have examined how the “distance” between the home and host country affects the international expansion of companies (e.g., Johanson & Vahlne, 1977; Ghemawat, 2001; Luo & Shenkar, 2011). More recently, a few studies have started paying attention to the impact of home country characteristics on a firm’s innovations and foreign expansion (e.g., Cuervo-Cazurra, 2006; Cuervo-Cazurra & Genc, 2008; del Sol & Kogan, 2007; Garcia-Canal & Guillen, 2008; Govindarajan & Ramamurti, 2011; Holburn & Zelner, 2010; Hoskisson et al., 2013; Luo & Wang, 2012).
In this special issue we propose to go beyond these studies and expand theories and models of the multinational by explaining how the home country affects the internationalization of the firm. This includes not only analyses of EMNCs, but also studies of AMNCs as well as comparisons of the behavior of EMNCs and AMNCs. Studies of EMNCs are a natural laboratory for extending existing models of the multinational because these have been built implicitly on the experience of AMNCs. Hence, studies that focus on EMNCs can provide new insights because their variation in home country characteristics and lower levels of economic, social, and political development facilitate the identification of mechanisms and a comparison of differences with current models. Moreover, home country tends to be more important to EMNCs than to incumbent AMNCs, providing another base for understanding how the home country affects internationalization. Studies of AMNCs can provide useful insights as long as they focus on advancing our theoretical understanding of the role of home country on internationalization. Comparative studies of companies from multiple home countries are particularly welcome if they tease out the role of the home country on internationalization. Single-country studies that pay particular attention to the mechanisms by which the home country affects a firm’s internationalization are also welcome. We welcome papers using diverse methodologies, including theoretical essays, large-sample analyses, and qualitative studies, as long as they provide a clear and detailed explanation of theoretical mechanisms and a strong theoretical contribution.
The objective of the special issue is to develop a better understanding of the theoretical mechanisms that explain how the home country influences the internationalization of the firm. The following topics are meant to illustrate the range of submissions rather than limit the ideas; authors are welcome to contact the guest editors to discuss the appropriateness of other topics related to theme of this Special Issue:

  • 1. How do companies coming from countries at different levels of economic or political development differ in their global strategies? How do early globalizers from emerging countries differ from late globalizers as their home country conditions have changed quickly over time? How does the change in the home country (economic growth, pro-market reforms, pro-market reversals, political change, etc.) affect the global expansion of firms?
  • 2. How do the home country and its relationships with particular host countries affect the international expansion of firms? How do changes in relationships among home and host countries (economic integration, political conflict, increased immigration, etc.) alter firm internationalization? 
  • 3. How does the level of development of the country affect the innovativeness and types of innovations that firms create and use in their global expansion? How do innovations for the base of the pyramid in the home country become global innovations? What adaptations are made to these to use abroad and how are they transferred?
  • 4. What can one learn from EMNCs about the process by which firms become multinationals? How does this process vary across different home countries, and how does it compare with the process by which earlier generations of MNCs emerged out of Japan, South Korea, the United States, or Western Europe?
  • 5. How do firms develop resources and capabilities to deal with the particular economic, geographic, political and social conditions of their home countries and use these abroad? How are these resources and capabilities transferred and adapted to other countries? How do EMNCs adapt and modify their strategies developed in the home country to address differing conditions of countries that are more or less developed than their home country?
  • 6. What is the role of the government in the international expansion of firms? Under what conditions does it facilitate internationalization? Under which conditions does it hinder it? How do state-owned firms differ from private firms when it comes to internationalization? How do these patterns vary across countries?
  • 7. How do EMNCs establish home-host country technological, organizational and operational links? How do they differ from AMNCs in organizing and managing such links? What are some effective mechanisms through which EMNCs orchestrate home-host country links? How do they integrate their acquired foreign strategic assets with their home base operations, and then use this stronger home base to reverberate to and further nurture international operations?

Submission Process:

Between January 1 and 31, 2017, authors should submit their manuscripts online via the Journal of World Business submission system: To ensure that all manuscripts are correctly identified for consideration for this Special Issue, it is important that authors select ‘SI: MNC Home Country’ when they reach the “Article Type” step in the submission process.
Manuscripts should be prepared in accordance with the Journal of World Business Guide for Authors available at All submitted manuscripts will be subject to the Journal of World Business’s double blind review process.
We will organize a workshop designed to facilitate the development of papers that will be held at Northeastern University in June of 2017. The workshop will be sponsored by the Center for Emerging Markets at Northeastern University and the Center for International Business Education and Research at the University of Miami. Authors of manuscripts that have progressed through the revision process will be invited to it. Presentation at the workshop is neither a requirement for nor a promise of final acceptance of the paper in the Special Issue.
Questions about the Special Issue may be directed to the guest editors: Alvaro Cuervo-Cazurra, Northeastern University (; Yadong Luo, University of Miami (; Ravi Ramamurti, Northeastern University ( and JWB Supervising Editor Siah Hwee Ang, Victoria University of Wellington (


Aharoni, Y. (2014). Theoretical debates on multinationals from emerging economies. In A. Cuervo-Cazurra & R. Ramamurti (Eds.), Understanding multinationals from emerging markets (pp. 15-30). Cambridge, UK: Cambridge University Press.

Aulakh, P. S. (2007). Emerging multinationals from developing economies: motivations, paths, and performance. Journal of International Management, 13, 338-355.

Barkema, H. G., Bell, J., & Pennings, J. M. (1996). Foreign entry, cultural barriers, and learning. Strategic Management Journal, 17, 151-166.

Chung, C. C., & Beamish, P. W. (2005). The impact of institutional reforms on characteristics and survival of foreign subsidiaries in emerging economies. Journal of Management Studies, 42, 35-62.

Cuervo-Cazurra, A., 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. (2006). Who cares about corruption? Journal of International Business Studies, 37, 803-822.

Cuervo-Cazurra, A. (2012). How the analysis of developing country multinational companies helps advance theory: Solving the Goldilocks debate. Global Strategy Journal, 2, 153-167.

Cuervo-Cazurra, A., & Ramamurti, R. (2014). Understanding multinationals from emerging markets. Cambridge: Cambridge University Press.

del Sol, P., & Kogan, J. (2007). Regional competitive advantage based on pioneering economic reforms: The case of Chilean FDI. Journal of International Business Studies, 38, 901-927.

Delios, A., & Henisz, W. J. (2003). Political hazards, experience and sequential entry strategies: The international expansion of Japanese firms, 1980-1998. Strategic Management Journal, 24, 1153-64.

Dunning, J. H. (1998). Location and the multinational enterprise: A neglected factor? Journal of International Business Studies, 29, 45-66.

Dunning, J.H., Kim, C., & Park, D. (2008). Old wine in new bottles: a comparison of emerging-market TNCs today and developed-country TNCs thirty years ago. In K. Sauvant (Ed.), The Rise of Transnational Corporations from Emerging Markets: Threat or Opportunity? (pp. 158-180). Northampton, MA: Edward Elgar.

Gammeltoft, P., Barnard, H., & Madhok, A. (2010). Emerging multinationals, emerging theory: macro- and micro-level perspectives. Journal of International Management, 16, 95-101.

Garcia-Canal, E., & Guillen, M. F. (2008). Risk and the strategy of foreign location choice in regulated industries. Strategic Management Journal, 29, 1097-1115

Ghemawat, P. (2001). Distance still matters. Harvard Business Review, 79 (8), 137-147.

Godley, A. (2014). What does history add to EMNC research? In A. Cuervo-Cazurra & R. Ramamurti (Eds.), Understanding multinationals from emerging markets (pp. 31-49). Cambridge, UK: Cambridge University Press.

Govindarajan, V., & Ramamurti, R. (2011). Reverse innovation, emerging markets, and global strategy. Global Strategy Journal, 1, 191-205.

Holburn, G. L. F., & Zelner, B. A. (2010). Political capabilities, policy risk and international investment strategy: Evidence from the global electric power industry. Strategic Management Journal, 31, 1290-1315.

Hoskisson, R., Wright, M., Filatotchev, I. & Peng, M. W. (2013). Emerging multinationals from mid-range economies: The influence of institutions and factor markets. Journal of Management Studies, 50, 1295-1321.

Johanson, J., & Vahlne, J. E. (1977). The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8, 23-32.

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

Luo, Y. & Shenkar, O. (2011). Toward a perspective of cultural friction in international business. Journal of International Management, 17, 1-14.

Luo, Y., & Wang, S. L. (2012). Foreign direct investment strategies by developing country multinationals: A diagnostic model for home country effects. Global Strategy Journal, 2, 244-261.

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

Ramamurti, R. (2009). What have we learned about emerging market multinationals? In R. Ramamurti & J. V. Singh (Eds.) Emerging multinationals in emerging markets (pp. 399-426). Cambridge UK: Cambridge University Press.

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

Ramamurti, R., & Singh, J. V. (Eds.). (2009). Emerging multinationals from emerging markets. Cambridge, UK: Cambridge University Press.

Rugman, A.M. (2010). Do we need a new theory to explain emerging market MNEs? In K. P. Sauvant, W. A. Maschek & G. A. McAllister (Eds.), Foreign direct investments from emerging markets: The challenges ahead. New York: Palgrave Macmillan.

Sauvant, K. P. (Ed.). (2008). The rise of transnational corporations from emerging markets: Threat or opportunity? Northampton, MA: Edward Elgar.

Wilkins, M. (1986). Japanese multinational enterprises before 1914. Business History Review, 60, 199-232.

Williamson, P., Ramamurti, R., Fleury, A., & Fleury, M. T. (Eds.). (2013). Competitive advantages of emerging country multinationals. Cambridge: Cambridge University Press.

Thursday, May 26, 2016

CfP. Global Value Chains, International Trade, and Markets: The Role of Emerging Economies

Special issue call for papers from International Journal of Emerging Markets


Global Value Chains, International Trade, and Markets: The Role of Emerging Economies
Special issue Call for Papers for the International Journal of Emerging Markets (IJoEM)

Global supply chains are continually evolving and transforming the way, emerging world economies do business with their developed counterparts. Developing nations are joining forces with developed nations through these rapidly transforming global value chains (GVCs) without investing in building their own; thus saving time, money and gaining access to technological innovations. Today, developing countries are exerting greater influence globally, economically and politically, given the power of GVCs. Through international organizations, such as the World Bank, the World Trade Organization (WTO), the International Labor Organization (ILO), and the U.S. Agency for International Development (USAID), GVCs lead the way for shaping international trade, governance, production, employment, growth, development and competitiveness. Global economy is entering a "major inflection point", whereby GVCs are becoming increasingly predominant in both emerging and industrialized countries, and emerging economies have become a major engine of growth for global businesses and international trade.

In this special issue of the IJoEM, we invite submissions focused on supply chains as value chains in emerging (versus developed) economies, international trade, and interrelationships amongst logistics, supply chain management and global trade. We welcome submissions that offer important conceptual and empirical insights into the nature and processes of value chains, GVCs, GVC approaches and frameworks in different world economies, channel development and management, geographical collaborations, and global supply (value) chains. Of interest are papers that examine the impact of cross-cultural issues, characteristics, and challenges with regard to GVCs; institutional, political and regulatory factors on supply chain management issues; and the effects of institutional changes on IB discipline and supply chain processes with regard to emerging world economies.

Potential Topics of Interest (among others)
We welcome papers within the broadly defined subject theme area from all the major disciplines in business and management studies, including: strategy, international business, organizational behavior and cross-cultural management, marketing, operations and decision sciences, finance and accounting, international trade and business economics. Potential topics include, but are not limited to:
• Global supply (value) chains in developed vs emerging markets
• The role of institutions in promoting or constraining GVCs in emerging markets
• Factors impacting the geographic clustering of internationalization efforts for GVCs worldwide (developed as well as emerging economies)
• The impact of technology, innovation, institutions, industrialization, internationalization and governance on GVCs with regard to developing and developed economies
• The effect of internationalization on GVCs within a company, country or geographic region
• Cross-cultural collaboration and managerial mindset needed in GVC efforts
• Theoretical and Empirical contributions to the field of GVCs, institutions, international trade, and emerging markets

Deadlines, Submission Guidelines and Editors' Information
The special issue will feature the best papers from the Academy of International Business Southeast (AIB-SE) chapter meeting to be held in November 2016 (2016 AIB-SE Conference CFP: and Conference Submission System: as well as submissions in response to the general call for papers. Based on editorial review, top rated papers will be invited to go through additional peer review to be considered for publication. Manuscripts for the special issue should be submitted through the IJoEM website:

The deadline for submissions is February 15, 2017.
For general submission guidelines, see:
For additional information on the 2016 AIB-SE Conference, see:

Dr. Anshu Arora (Special Issue Editor)
Associate Professor - Marketing
Director of Global Logistics & International
Business Education and Research Center
Savannah State University, Georgia, USA
Phone: (912) 358-3387

Dr. Nicole Hartley (Special Issue Editor)
Lecturer - Marketing
University of Queensland Business School
University of Queensland,
Brisbane, Australia
Phone: +61 7 3346 8022

Friday, January 15, 2016

Call for book chapters: Climate change and the 2030 corporate agenda for sustainable development

Call for book chapters

Book series title: Advances in Sustainability and Environmental Justice
ISSN: 2051-5030

This edited volume will explore the meaning of the Paris Climate Agreement 2015 for business; it also will analyse its challenges and implications, and it will establish required actions by the private sector in order to reducing global warming and mitigating climate change effects.

This book aims to bring together evidence-based, conceptual and theoretical contributions from a diverse set of geographical locations, and disciplinary backgrounds (international business, strategy, management, economics, marketing, psychology, sociology, legal studies, and anthropology) on the meanings, implications, opportunities and challenges for business around the planet in relation to climate change.

On December 2015, a universal agreement by 195 nations that seriously emphasises the urgency to “address the significant gap between the aggregate effect of Parties’ mitigation pledges in terms of global annual emissions of greenhouse gases by 2020 and aggregate emission pathways consistent with holding the increase in the global average temperature to well below 2 °C above preindustrial levels and pursuing efforts to limit the temperature increase to 1.5 °C above preindustrial levels” (United Nations & Framework Convention on Climate Change, 2015: 2). At the agreement is also recognise the “urgent need to enhance the provision of finance, technology and capacity-building support by developed country Parties, in a predictable manner, to enable enhanced pre-2020 action by developing country Parties” (Idem). The some of the implications for Business are the inclusion of “major reductions in the cost of future mitigation and adaptation efforts”(ídem); and the promotion of “universal access to sustainable energy in developing countries, in particular in Africa, through the enhanced deployment of renewable energy” (ídem); the promotion of “regional and international cooperation in order to mobilize stronger and more ambitious climate action by all Parties and non-Party stakeholders, including civil society, the private sector, financial institutions, cities and other subnational authorities, local communities and indigenous peoples” (ídem).

What is the meaning of the Paris climate agreement for business?

Recommended topics include, but are not limited to, the following:

  • The meaning of the Paris climate agreement for Business
  • The Post-2015 sustainable business agenda
  • Sustainability and competitiveness
  • Specific case studies on business addressing global warming
  • The Business case for climate change
  • Internationalisation of Business and climate change
  • Tax greenhouse emissions
  • International business and environmental sustainability
  • Fossil fuels prices and global warming
  • Climate refugees and corporate actions
  • Corporate agenda and the thirteen SDG 13
  • Transferring political will into Business actions
  • The agenda for COP 22
  •  Green bonds
  • PRME and climate change
  • Environmental corporate initiatives and the UN Global Compact
  • GRI Compass
  • Climate finance
  • Monitoring, reporting and verification (MRV)
  • Technology transfer for sustainable energy
  • B Corps

Important dates:

  • Submission deadline for chapter proposals (title and 300-500 words abstract): February 1st, 2016 (to: and to
  • Notification of acceptance/rejection of chapter proposals: February 15th, 2016
  • Deadline for full chapter: April 30th, 2016
  • Notification of acceptance/rejection of chapter proposals: 15th of May, 2016
  • Deadline for submission of final chapters: 15th July 2016
  • It is expected the volume to be published at the end of 2016
Accepted chapters will be compiled in a book titled “Climate change and the 2030 corporate agenda for sustainable development”, and it will be published by Emerald Books within the Advances in Sustainability and Environmental Justice serie (indexed in Scopus)

Book Co-editors and further details:


United Nations & Framework Convention on Climate Change (2015) The adoption of the Paris Agreement. Available online at: