Call for papers. Special Issue: Advances in Strategic Management dedicated to “Corporate Strategy and Resource Redeployment

Advances in Strategic Management dedicated to “Corporate Strategy and Resource Redeployment"

Submission Deadline: May 15, 2015

It is well understood that whether corporate strategists create value is determined by their ability to deploy resources across multiple business units. Strategies in pursuit of “synergy,” where resources are simultaneously shared across businesses, have commanded the dominant attention of researchers and practitioners to date. Only recently has it been explicated that a second type of resource deployment strategy might create corporate value by providing discretion or flexibility to partially or completely withdraw resources from one business and reallocate them to another business. This strategy has been referred to as “inter-temporal economies of scope,” “resource redeployability,” and “resource reconfiguration,” and differs from synergy in that resources are withdrawn from one business and reallocated to another, rather than contemporaneously shared across businesses. It is believed that when firms can redeploy their resources in this manner, it provides greater potential to escape from declining prospects in a business, and is particularly valuable in turbulent environments. As a result, resource redeployability may affect not only firm value creation, but also firm and industry evolution.


Despite recent advances in our understanding of resource redeployment, the discussion remains emergent around how it and synergy differentially affect value and firm decision-making. There are at least three substantive opportunities to advance our understanding of this debate:

First, we need more clarity about the theoretical determinants and effects of synergy versus resource redeployment. Relevant research questions might include:

• · How are the determinants of synergistic value different from the determinants of value derivable from resource redeployment?
• · Is the value deriving from resource redeployment necessarily associated with multi-business firms, or might single-business firms also benefit? What are the conditions under which single-business firms might benefit from redeployability?
• · What environmental conditions are best suited to a strategy based on resource redeployment? And how do firm redeployment strategies affect industry evolution?
• · When can resource redeployment be proactive versus reactive? What processes can help organizations to identify redeployment opportunities? 
• · How can executives manage the human resource challenges around resource redeployment (i.e., maintaining morale of employees; or getting division managers to take actions that can lead to withdrawal of resources)?

Second, we need more clarity about how to empirically disentangle synergy from redeployability, because they may have common derivatives, such as resource relatedness.

• · How might scholars empirically distinguish whether value is derived from synergy or the flexibility to redeploy resources? Is it possible to distinguish the sources of value creation through the use of different variables, or will it require clever methodology/ research design to isolate differences?
• · How do we consistently identify scale-free versus non scale-free resources?
• · Do managers consider the flexibility to redeploy when making entry or exit decisions?

Finally, we may need to revisit prior work investigating the benefits of corporate strategy based on synergy, in order to assess the extent to which prior results may stem from resource redeployability.

• · Because existing work tends not to distinguish between synergy and resource redeployment, is it possible that existing work provides an incomplete picture of the contributions of resource relatedness to firm value and firm decision-making?
• · How would the results of prior research on the value created by corporate strategy change if resource redeployability were included?

Despite recent work to address the three issues identified above, significant work remains. In this call, we invite theoretical and empirical work that tackles these and related issues.

Submission Guidelines:

Submissions are due no later than May 15, 2015. All papers submitted must represent original research not previously published elsewhere. All submissions will be subject to in-depth review, and editorial decisions and revision requests will be communicated to authors by September 1, 2015. Authors going forward to the second round will be invited to present their revised paper at a conference in October or November 2015 in Strasbourg France (exact date TBD), with travel supplements provided. The targeted publication date for the volume is August 2016.


To submit a paper, or to ask questions about the content of this AiSM volume or the editorial process, please contact the volume editors, Timothy Folta (timothy.folta@business.uconn.edu), Constance Helfat (Constance.E.Helfat@tuck.dartmouth.edu), or Samina Karim (samina@bu.edu) or the AiSM series editor, Brian Silverman (silverman@rotman.utoronto.ca).


Further information on the series can be found at:

http://www.emeraldinsight.com/series/astm or at

http://www-2.rotman.utoronto.ca/~silverman/AiSM/asm_index.html.

Advances in Strategic Management is an ISI Web of Science-indexed journal.

Call for papers: Special Issue on: Internationalisation of Family Business Groups

Call for papers: Special Issue on: "Internationalisation of Family Business Groups"

European Journal of International Management

European J. of International Management

Guest Editors: 

Frank Hoy, Worcester Polytechnic Institute, USA fhoy@wpi.edu
Jacobo Ramirez and Michael Wendelboe Hansen, Copenhagen Business School, Denmark
jra.ikl@cbs.dk
mwh.ikl@cbs.dk
Paloma Miravitlles, Universitat de Barcelona, Spain paloma.miravitlles@ub.edu

Important Dates

• Submission of manuscripts: 11 May, 2015
• Notification to authors: 22 June, 2015
• Final versions due: 16 November, 2015

Special Issue on: "Internationalisation of Family Business Groups"

Internationalisation strategies of family business groups vary across developed and emerging free-market economies (e.g. Etemad 2013; Astrachan 2010). While a growing literature addresses issues related to the internationalisation of family business groups (e.g. Zahra, 2003; Donckels & Fröhlich 1991), there has been less of a research focus on (1) how institutional pressures moderate their internationalisation process, (2) the motivations behind their internationalisation (e.g. Ward 1997), and (3) the specific internationalisation strategies adopted. This special issue is open to theoretical and empirical papers that analyse the link between family business groups and their internationalisation processes.
Different institutional contexts might dictate family business groups’ responses to institutional pressures. Formal (official regulations and laws) and informal (traditions and customs) institutions might challenge the internationalisation of family business groups (e.g. Dickson et al. 2006). It might be argued that in turbulent institutional settings, both challenges and opportunities encourage the internationalisation of family business groups. External challenges may be in developing alliances with partners with local knowledge (e.g. Lu & Beamish, 2001). However, family business groups could also face internal challenges, as their members could have different global visions, mindsets and entrepreneurial personalities (e.g. Hutchinson et al. 2007).

Subject Coverage

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

• · Responses by family business groups to political and societal institutional arrangements to gain access to international developed and emerging markets
• · Effects of family management on the intention for internationalisation
• · Effects of family culture and ethnicity on internationalisation
• · Intentional vs. opportunistic impacts on family business practices in international expansion
• · Extension of family network relations into international operations
• · Where and how family groups internationalise
• · Types of strategic alliances that family groups use in their internationalisation strategies
• · Family firm life cycles and internationalisation
• · Sources of financing for implementing family business group internationalisation strategies
• · Roles of governments in family business internationalisation
• · Human resource issues for family businesses in international commerce
• · Supply chain issues faced by family firms in internationalisation
• · Perceptions that international business partners hold of family ownership

Notes for Prospective Authors

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. (N.B. Conference papers may only be submitted if the paper has been completely re-written and if appropriate written permissions have been obtained from any copyright holders of the original paper).


All papers are refereed through a peer review process.

All papers must be submitted online before 11 May 2015. To submit a paper, please read our Submitting articles page or at http://www.inderscience.com/info/ingeneral/cfp.php?id=2878

Call for conference papers: 2015 Annual Meeting of the International Association of Business and Society (IABS)

2015 Annual Meeting of the International Association of Business and Society (IABS)

Conference Theme: Pura Vida: Realizing Eudemonia in Business and Society

Hilton Papagayo Resort, Guanacaste, Costa Rica
March 12 – 15, 2015

Call for proposals:

SUBMISSION DEADLINE: MONDAY OCTOBER 6, 2014

Conference Theme

Pura Vida has been a part of the Costa Rican vernacular for over 50 years. Translated literally, it means “pure life”; however the phrase more accurately connotes “live the best life” or “living the best life” whatever the circumstances. This sentiment reflects the true spirit of Aristotle’s definition of eudemonia, which encourages us to pursue happiness through the balanced execution of virtuous behavior.

Costa Rica: An Ideal Setting to explore Eudemonia
Costa Rica exemplifies conservation and economic growth in coexistence.
Capturing 99% of its electricity from clean sources, Costa Rica strives to be carbon neutral by 2021.
Public policies prioritize investment in renewable energy sources at times choosing to limit economic opportunities in fossil fuel extraction.
Costa Rica has a good reputation for its emphasis on democracy and respect for human rights.
Identified by Ethisphere as one of the top ten most ethical travel destinations in the world
Named by the New Economics Foundation as the “Happiest Country” out of 155 countries considered

IABS Conference 2015 invites submissions that consider:

• How does our teaching, research and service activities facilitate the pursuit of eudemonia in business and society?
• How does our work connect us to the environment, with each other and with ourselves? 
• Are we engaged in a balanced execution of virtuous behavior?
• How do our economic, political and social ideologies foster or inhibit virtue? 
• How do these same ideologies influence the questions we ask? The manner we investigate these questions? The conclusions we draw? 
• Do our paradigms serve to realize pura vida, or do they keep us from it?
• How do we help our students to pursue pura vida? Do we model pura vida for our students?
• How do our service activities or engagement in our communities inside and outside the university reflect pura vida or “living the best life”?
• To what extent does our research theorize and measure eudemonia by corporations and other organizations in relation to society?

SUBMISSION GUIDELINES AND CONFERENCE INFORMATION AT: WWW.IABS.NET

Call for conference papers: European International Business Academy (EIBA)

European International Business Academy (EIBA)

40th Annual Conference
Conference website: www.eiba2014.org
Uppsala University, Sweden

December 11-13, 2014

The Future of Global Organizing

Call for Papers

Introduction & Background

Over the past four decades, since the establishment of the European International Business Academy (EIBA), we have seen large changes with regard to the organization and structure of international firms. Partly as a consequence of the on-going globalization process, we see today a great variety of organizational and geographic structures in multinational corporations (MNCs). These structures, in turn, reflect the tensions between different organizational principles, such as, the MNC as a hierarchy or a network, internalizing or externalizing core business activities, and the relative importance of headquarters and subsidiaries in the value creation processes. Such tensions are crucial issues for further research on the future of global organizing – the underlying theme of this year’s EIBA Annual Conference.
We have also seen an increased interest in the interplay between the environment and the MNC. While earlier studies tended to concentrate on the impact of national and cross-national institutions on the organization of business, recent studies have also focused on the political role of MNCs and their possibility to shape the rules and regulations in different countries. The interplay between the institutional environment and the MNC leads to new challenges as well as a variety of opportunities for multinational corporations to ultimately affect the way in which business across national borders is organized. Taking a more critical stance towards MNCs has raised questions of organizational politics and power, not only reacting to unethical behaviours and financial crises, but more fundamentally challenging our overall understanding of the MNC; post-colonial organizational and intersectionality theories have also provided new understandings.
When we observe contemporary phenomena around us we find a number of interesting organizational forms, which potentially may characterize global organizing in the future. One example is cross-sector partnerships where firms join together with non-profit organizations, governmental agencies, and local communities to pursue unattainable goals and resources. Further, individuals outside the MNC are increasingly involved in the firm in novel ways such as in the use of ‘open innovation’, or ‘equity crowd funding’. We can raise questions as to whether these large groups of investors in the future may be interested in more than profit in return for their investments, and if so, what does that imply for firm management and organization? We have also seen how small local players who organize themselves into networks have become competitors seriously challenging large global firms, as for example, when small energy producers in Germany challenged large multinationals on the market. Will such independent local network organizations spread across the world and become a new form of global organizing in the future?

The above raises questions like:

• What new forms of global organizing can we expect in the future, and will the MNC as we know it become extinct?
• How can we understand the value creation processes in the MNC and the contributions of different units in these processes?
• How is the tension between corporate and local rationality handled in the contemporary MNC?
• Are market power and political power of the contemporary MNCs relevant issues for research among IB scholars?
• How can MNCs meet the often conflicting demands of corporate social responsibility, sustainable operations, and responsible (ethical) leadership, and remain viable in the long run?
• What do contemporary digital and technological developments, e.g., social media, virtual worlds, and cloud services, imply for the international organization of work, communication, and management practices?
• How can MNCs’ human resource management practices become inclusive yet motivating, flexible yet representative, and how do they link to employer branding efforts on a global scale?
• How do linguistic and cultural diversity enrich global organizations and their activities?

We encourage and would welcome the IB community at large to submit their thought-provoking and adventurous papers on these and related questions to the EIBA 2014 theme track on the future of global organizing.

Conference Tracks

We invite competitive papers and working papers on any of the following EIBA 2014 conference tracks.

For more information and key words for each track, please visit the conference website:http://www.eiba2014.org/.

Competitive papers, presented in competitive sessions, should be close to a publishable state, whilst working papers, presented in interactive sessions, may be in an earlier stage of development.
Proposals for panel sessions can also be submitted to the most appropriate track.


1. Theme track: The Future of Global Organizing

Track chair: Ivo Zander, Uppsala University

2. Developments In IB Theory and Methods, Trends and Critical Approaches

Track chair: Ana Teresa Tavares-Lehmann, University of Porto

3. Internationalisation Process, SMEs and Entrepreneurship

Track chair: Olli Kuivalainen, Lappeenranta University of Technology

4. Corporate Governance, Finance, and Accounting

Track chair: Niels Hermes, Groningen University

5. International HRM, Global Leadership, Language and Cross-Cultural Management

Track chair: Dana Minbaeva, Copenhagen Business School

6. MNC Strategy and Organisation

Track chair: Tina Ambos, University of Sussex

7. International Marketing and Value Chain Management

Track chairs: Tomas Hult, Michigan State University, and Vicky Bamiatzi, University of Leeds

8. Knowledge Management and Innovation

Track chair: Kristiina Mäkelä, Aalto University

9. MNCs, Governments and Sustainable Development

Track chair: Mo Yamin, Manchester Business School

10. Teaching International Business

Track chair: Elizabeth Rose, University of Otago

Submission of Papers

All papers will be double-blind refereed. Copies of all the accepted papers for competitive and interactive sessions will be published in the EIBA 2014 Conference Proceedings. Detailed guidelines for the submission of conference papers will be available on the conference website: http://www.eiba2014.org/.
The submission deadline for all competitive and working papers, as well as for panel proposals, is Tuesday, July 15, 2014.
All papers should be submitted via the conference website to the Chair of one (and only one) of the conference tracks. The submission system will be live from May 15, 2014.

Pre-Conference Activities

Doctoral Tutorial & Doctoral Symposium

The 2014 EIBA Annual Conference is proud to host the 28th John H. Dunning Doctoral Tutorial in International Business. This one-day event gives selected doctoral students the opportunity to discuss their research with distinguished international faculty, and enables the students to become better acquainted with an international network of researchers in international business.

EIBA 2014 is also pleased to host the 3rd EIBA Doctoral Symposium, recently initiated to increase the number of student participants to EIBA doctoral events and conferences as well as offer and provide more feedback opportunities for young scholars in the field of IB.

More information about both doctoral events will be available on the EIBA 2014 conference website; the submission deadline for thesis proposals is September 1, 2014. Note that students participating in the Doctoral Tutorial or the Doctoral Symposium are expected to register for the EIBA conference.

IBR & JIBS Paper Development Workshops

Among the featured EIBA 2014 pre-conference activities will be Paper Development Workshops for theInternational Business Review (IBR) and the Journal of International Business Studies (JIBS). Authors who have not yet been published in the respective journal can submit their papers for the workshop of their choice; deadline September 1, 2014. Note that papers submitted to these workshops cannot also be presented at the conference.

For more information about the above pre-conference events, please visit the EIBA 2014 website.

Conference Venue

The EIBA 2014 conference will be held in Uppsala University’s main building and in the Centre for Economic Studies. The beautiful university main building and the Auditorium (Aula), built in the 1880s, will be the venue of the opening session and welcome reception on Thursday evening, December 11, 2014. On December 12and 13, delegates will be in the Centre for Economic Studies that will house the remaining plenary sessions – including a lecture by the 2014 Nobel prize winner in economics on December 13 – as well as the parallel competitive and workshop sessions. Both venues are within walking distance (5-10 minutes) of each other and are located close to the city centre, which is also the older part of Uppsala. To complete the conference, the gala dinner on Saturday evening will take place in Uppsala Castle, located on a hill overlooking the city centre.

The international airport of Stockholm (Arlanda) is located between Stockholm and Uppsala.
Several means of transportation will take participants directly to Uppsala within 30-50 minutes.
Hotel accommodation has been reserved in advance, ranging from low-budget to high-quality standards.

Conference Fees and Registration

The EIBA 2014 conference fee includes: conference participation, breaks and lunches, the opening reception, the gala dinner, the conference handbook and CD-ROM (including the proceedings), EIBA membership for 2015, and a one-year journal subscription to the International Business Review. There are reduced conference fees for PhD students and persons accompanying registered delegates who wish to attend the gala dinner.

Contact Information

Detailed information about EIBA 2014 Uppsala can be found on the conference website.

All related inquiries should be sent via e-mail to info@eiba2014.org.

EIBA President & 2014 Conference Chair: Rian Drogendijk (Uppsala University)

Call for papers. Thunderbird International Business Review. Special Issue

Thunderbird International Business Review.
Strategic Talent Management in Emerging Markets

Papers should be submitted by March 31, 2015

Guest Editors:

• Keith W. Glaister, Professor Warwick Business School, University of Warwick, UK

• Mohammad Faisal Ahammad, PhD Nottingham Business School, Nottingham Trent University, UK

• Riikka M. Sarala, PhD Bryan School of Business and Economics, University of North Carolina, Greensboro, USA

• Alison J. Glaister, PhD Aston Business School Aston University, UK

Since a group of McKinsey consultants coined the phrase the “War for Talent” in 1997 (Axelrod, Handfield-Jones, & Michaels, 2002), academic and practitioner interest in strategic talent management continues to grow and business leaders consider the search for talented people as the single most important managerial preoccupation for this decade (Deloitte, 2010; Guthridge, Komm, & Lawson, 2008). Strategic talent management is defined as ‘activities and processes that involve the systematic identification of key positions which differentially contribute to the organisation's sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organisation’ (Collings & Mellahi, 2009, p.304). Strategic talent management offers a distinct approach to the management of human resources and a response to the changes occurring in a turbulent operating environment, a means of improving firm performance (Joyce and Slocum, 2012), reducing employee turnover (Ballinger, Craig, Cross and Gray, 2011) and achieving sustainable competitive advantage (Iles, Priest and Chuai, 2010; Chatman, O’Reilly and Chang, 2005).

While the interest in talent management is growing (see for example Oltra and Lopez, 2013; Minbaeva and Collings, 2013; Joyce and Slocum, 2012;Guerci and Solari, 2012), the current assumptions and concepts in the strategic talent management literature are strongly embedded in the context of multinational, private, and US-based organizations, and may not be appropriate for describing and examining talent management in organizations operating in emerging market contexts (Collings et al., 2011), Consequently, further research is required from different perspectives and traditions.

The growing importance of emerging economies has led to an upsurge of strategy research on the topic (Wright, Filatotchev, Hoskisson, & Peng, 2005); however, research on strategic talent management has not kept pace with the research on multinational companies (MNCs) from emerging economies. While there has been an accelerated interest in emerging markets and emerging market MNCs studies in recent special issues in international business/management journals focus on internationalization, market entry strategy, and location choice aspects (Luo & Tung, 2007; Aulakh, 2007). It is widely agreed that the motivations behind emerging market MNC’ international operations, particularly in developed markets, are related to capability building. Strategic talent management, therefore, can play a crucial role in building absorptive capacity, which helps firms develop ability to recognize the value of new information, assimilate it, and apply it to commercial ends. In addition, strategic talent management may facilitate reverse knowledge transfer to emerging market multinationals’ other subsidiaries and play crucial role in the success of the firm in diverse cultural environments.

Although strategic talent management has been investigated by scholars from a variety of theoretical perspectives (see, for example, Scholz, 2012), practitioners, researchers and teaching academics are still in need of case studies and empirical research from emerging markets that examine the relevance, successes, and failures of particular talent management practices and strategies. Research needs to address the question of how organizations actually define talent in emerging market context and the roles and impact of various stakeholders, beyond HR and management, on talent management policy and practice. While employee retention strategies were investigated in a developed country context (Ahammad, Glaister, Weber and Tarba, 2012), talent retention strategies in the emerging market context received limited attention. Moreover, research needs to distinguish any attributional tendencies (Vaara, Junni, Sarala, Ehrnrooth, & Koveshnikov, 2013) in the managerial determination of the effectiveness of strategic talent management in the emerging market context. Gaining insight into these issues will not only help advance strategic talent management as a field of academic study, but will also provide practitioners with the insight and ideas to handle strategic talent management issues faced by their organizations.

The purpose of this special issue is therefore to generate a collection of papers on how emerging market companies understand the concept of talent management and how they plan and execute strategic talent management initiatives. This special issue should foster additional conversation on this important subject among academics and practitioners alike. Moreover, it should provide ideas for best practice implementation across different cultural contexts, and case material for executive education, as well as catalyze further cross-disciplinary study.

This special issue seeks to contribute to the emerging body of literature on strategic talent management through publishing articles with fresh insights, particularly on the varieties of talent management strategies encountered in emerging market contexts. This special issue encourages submissions on the following themes and approaches:

• What makes emerging market multinationals different in terms of strategic talent management?
• Emerging market multinationals’ talent management practices in developed and developing country subsidiaries.
• International acquisitions of emerging market multinationals and strategic talent management such as talent identification and retention strategies.
• Emerging market multinationals and strategic talent management’s role in reverse knowledge transfer.
• Role of managerial attributions in shaping an understanding of talent management, the implementation of talent management systems and the effectiveness of talent management systems within the emerging market context.
• Strategic talent management practices in private and state-owned organizations.

Articles that help bridge the gap between theory and practice by providing both practical implications of empirical research on emerging market MNCs and capture leading examples of practitioner-initiated strategic talent management via theoretically grounded case studies.

References:

Ahammad, M. F., Glaister, K. W., Weber, Y. and Tarba, S. Y. (2012) Top management retention in cross-border acquisitions: the roles of financial incentives, acquirer’s commitment and autonomy. European Journal International Management, 6(4), 458-480.
Aulakh, P. S. (Ed.) (2007) Special issue on emerging market multinationals from developing economies: motivations, paths, and performance, Journal of International Management, 13(3), 235-402.
Axelrod, B., Handfield-Jones, H., & Michaels, E. (2002) A new game plan for C players, Harvard Business Review, January, 81–88.
Ballinger, G., Craig, E., Cross, R. and Gray, P. (2011) A Stitch in Time Saves Nine: Leveraging Networks to Reduce the Costs of Turnover, California Management Review, 53(4), 111-133.
Chatman, J., O’Reilly, C. and Chang, V. (2005) Cisco Systems: Developing a Human Capital Strategy, California Management Review, 47(2), 137-167.
Collings, D. G., & Mellahi, K. (2009) Strategic talent management: A review and research agenda, Human Resource Management Review, 19(4), 304–313. Collings, D. G., Scullion, H., & Vaiman, V. (2011) European perspectives on talent management, European Journal of International Management, 5(5), 453–462.
Deloitte (2010) Talent edge 2020: Blueprints for the new normal. Accessed on 12 June 2013. Available at:http://www.deloitte.com/assets/dcom-unitedstates/local%20assets/documents/imos/talent/us_talentedge2020_121710.pdf
Guerci, M. and Solari, L. (2012) Talent management practices in Italy-implications for human resource development. Human Resource Development International, 15(1), 25-41.
Guthridge, M., Komm, A. B., & Lawson, E. (2008) Making talent a strategic priority, McKinsey Quarterly, Issue. 1, 48–59.
Iles, P., Preece, D., & Chuai, X. (2010) Talent management as a management fashion in HRD: Towards a research agenda, Human Resource Development International, 13(2), 125–145.
Joyce, W. and Slocum, J. (2012) Top management talent, strategic capabilities, and firm performance. Organizational Dynamics, 41, 183-193.
Luo, Y. & Tung, R. (2007) International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38(4), 481-498.
Minbaeva, D. and Collings, D. (2013) Seven myths of global talent management. The International Journal of Human Resource Management, 24(9), 1762-1776.
Oltra, V. and Lopez, S. (2013) Boosting organizational learning through team-based talent management: what is the evidence from large Spanish firms? The International Journal of Human Resource Management, 24(9), 1853-1871.
Scholz, T. M. (2012) Talent Management in the Video Game Industry: The Role of Cultural Diversity and Cultural Intelligence. Thunderbird International Business Review, 54(6), 845-858.
Vaara, E., Junni, P., Sarala, R. M., Ehrnrooth, M. and Koveshnikov, A. (2013), Attributional tendencies in cultural explanations of M&A performance. Strategic Management Journal (forthcoming).
Wright, M., Filatotchev, I., Hoskisson, R. E. and Peng, M. W. (2005) Strategy research in emerging economies: challenging the conventional wisdom. Journal of Management Studies, 42, 1-33.
Wright, P. M., Dunford, B. B., & Snell, S. A. (2001) Human resources and the resource based view of the firm, Journal of Management, 27(6), 701–721.

About the guest editors:

Keith W. Glaister
Professor of International Strategic Management. Keith W. Glaister joined Warwick business school in July 2013. Professor Glaister joined from the University of Sheffield where he was Dean of the Management School from 2005. As a leading researcher in the field of international strategic management, he has published 5 books and over 80 articles and book chapters. His main research focuses on the analysis of formation, partner selection, management and performance of international joint ventures and strategic alliances. Prof. Glaister has published in Strategic Management Journal, Journal of World Business, Journal of Management Studies, Organization Studies, British Journal of Management, Management International Review, and others. He is an Editorial Board member of the British Journal of Management and several other journals. He was recently re-elected to be a member of the Council of the British Academy of Management.

Mohammad F. Ahammad
Dr Ahammad is a senior lecturer at Nottingham Business School, Nottingham Trent University, UK. Dr Ahammad is an active researcher in the field of international business strategy, in particular, in the area of cross border mergers and acquisitions (M&As) on which he holds a PhD degree from the University of Sheffield. Dr. Ahammad has published his research studies in Human Resource Management (USA), International Business Review, International Studies of Management & Organization, European Journal of International Management, and others. He currently serves as a guest-editor for the special issue on cross-cultural collaboration at International Studies of Management & Organization.

Riikka M. Sarala
Dr. Sarala is an assistant professor of international business at University of North Carolina, Greensboro. Her research focuses on the socio-cultural integration process of mergers and acquisitions and on the management of knowledge and innovation in multinational corporations. Dr Sarala has published in Strategic Management Journal, Journal of Management Studies, Journal of International Business Studies, Academy of Management Perspectives, Academy of Management Learning & Education, Thunderbird International Business Review, and others.

Alison J. Glaister
Dr. Glaister is Lecturer in Strategic Human Resource Management at Aston Business School, Aston University, UK. She holds a PhD from the University of Leeds. She has over ten years industry experience in the private, public and voluntary sectors, working in roles that focused on international CRM and economic regeneration initiatives including: employability, new business start-ups, business diversification and export mentoring. Dr. Glaister is an active researcher in the field of strategic human resource management and her research interests include the development of international talent management systems, the impact of international business strategy on the HR transformation ‘project’, the evolving role of the HR professional and progress towards strategic partnership.

Thunderbird International Business Review

SUBMISSION GUIDELINES FOR AUTHORS

Submissions for this issue should be submitted electronically to TIBR at http://mc.manuscriptcentral.com/tibr

Please indicate that the submission is for this special issue. Please DO NOT include your identifying contact information in your manuscript when uploading it into the submission system.

For questions regarding this special issue, authors are invited to contact Dr. Mohammad Faisal Ahammad (e-mail:mohammad.ahammad@ntu.ac.uk)

HOW TO SUBMIT YOUR PAPER:

Prospective authors must submit manuscripts online at: http://mc.manuscriptcentral.com/tibr and follow directions for submission by clicking on the Create Account tab at the upper right-hand corner of the web page. Follow instructions carefully to create your account. When it is created, log in and go to your authoring site. Begin the submission process by clicking on “Submit new manuscript.” Follow directions carefully. Be sure to indicate the type of manuscript you are submitting (practitioner, case study, and so forth).

A cover letter must accompany each submission indicating the name, address, telephone and fax numbers of the corresponding author. It may be uploaded separately or copied into the appropriate area in the submission blocks. Please include an e-mail address. The letter must state that the article has not been previously published and that it is not currently under consideration elsewhere. Co-author information must also be included when you submit your manuscript.

NOTE: DO NOT UPLOAD A COVER PAGE as part of your manuscript file, or include any identifying information in the files you upload. A review PDF will be created from your files and for that reason the manuscript must be anonymous. Your personal information is entered elsewhere on the site. You may upload a cover page as a separate file and designate it as “material not for review.”

HOW TO FORMAT YOUR SUBMISSION:

Papers should be submitted in English, typed, double-spaced, 12-point font (Times New Roman preferred) with 1-inch (2.5 cm) margins. An Executive Summary of not more than 150 words should be included. The summary should be preceded by the heading "Executive Summary." The manuscript should not exceed 30 pages double spaced, including references (10,000 words).
Six key words should be listed.
Acknowledgements and information on grants received can be given before the References or in a first footnote, which should not be included in the consecutive numbering of footnotes. Explanatory footnotes are discouraged and should be kept to a bare minimum and be numbered consecutively throughout the text with superscript Arabic numerals. Use in-text form of citation and include a reference list at the end of the paper.
References should be made in-text form of citation. This option consists of a parenthetical reference in the text-whenever possible just the last name of the author(s) or editor(s), the year(s) of the publication(s), and the page reference(s). For example: (Miller 1982: 103-4).
The reference list at the end of the article should include information for all sources cited in the article. The references should be listed in alphabetical order and should be complete, including all author's names and initials, the title of the paper, the year, page number, and publisher. Please complete references on a separate sheet at the end of the manuscript.
All figures must be submitted in a form suitable for reproduction (camera-ready copy). Care should be taken that lettering and symbols are of a comparable size. All graphs and diagrams should be referred to as figures and should be numbered consecutively in the text in Arabic numerals.
Papers that do not follow submission guidelines will be unsubmitted for re-formatting by the submitting author.

Questions may be emailed to Dr. Mary Teagarden, Editor, Thunderbird International Business Review:mary.teagarden@thunderbird.edu or to Ms. Suzy Howell, Managing Editor suzy.howell@thunderbird.edu
Copyright of published papers will be vested in the publisher. A copy of the transfer of copyright agreement, executed and signed by all authors, is required with each manuscript accepted. Original signatures are required.

If the article is accepted for publication, instructions on final submission will be sent to the author.

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

European Journal of International ManagementThematic Issue on:

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

Guest Editors

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

This thematic issue will focus on duty of care or the obligation of employers to protect the health, safety, security and well-being of employees. (See here for the link to EJIM: http://www.inderscience.com/info/ingeneral/cfp.php?id=2237.
As a result of globalisation, organisations (whether for-profit, non-profit or governmental) have talent deployed all over the world as locals, international assignees or business travellers. This exposes the workforce to greater environmental risks that need to be mitigated and managed.
So far, contributions to the field of ‘employer duty of care’ have come mainly from outside of HR. With this issue, our intention is to integrate the various interdisciplinary contributions on this topic with the broader fields of talent management and global mobility.
Papers in this issue will cover the whole spectrum of duty of care issues as outlined below. We welcome conceptual, empirical (quantitative and qualitative) and case study research.

Subject Coverage

Suitable topics include but are not limited to:

• Employer duty of care from cultural and legal perspectives
• Managing employee risk and uncertainty globally (employee safety, security, political and medical risks)
• Deploying staff to emerging economies, war zones, disaster areas, and bottom 60 countries
• Duty of care in international NGOs and government organisations
• Duty of care in contract work and international joint ventures
• Evacuation of international assignees and dependents
• Challenges of managing duty of care for international business travellers
• Employee duty of loyalty and engagement with organisational duty of care initiatives
• Moral and ethical duty of care obligations
• Sustainability and duty of care
• Cost-benefit analysis and ROI of organisational duty of care initiatives

Notes for Prospective Authors

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. (N.B. Conference papers may only be submitted if the paper has been completely re-written and if appropriate written permissions have been obtained from any copyright holders of the original paper).

All papers are refereed through a peer review process.

All papers must be submitted online. To submit a paper, please read our information on preparing and submitting articles.

For any queries about this thematic issue, please contact the Guest Editors directly:
Lisbeth Claus: lclaus@willamette.edu
Yvonne McNulty: ymcnulty@expatresearch.com

Important Dates

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

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

CALL FOR PAPERS

International Journal of Human Resources Management.

Special Issue:

“Non-traditional expatriates”

Paper submission deadline: 31^st January 2014

Guest Editors:

Yvonne McNulty and Kate Hutchings

It has been suggested that for nearly 50 years a steady stream of academic research has studied traditional, organizationally-assigned expatriates (Adler, 2002; Taylor, Napier, & Mayrhofer, 2002; Vaiman & Haslberger, 2013), whom have typically been senior, Western, males in their late 40s or early 50s, with an accompanying female spouse and children. Over the past decade the profile of the traditional expatriate has changed (see Brookfield Global Relocation Services, 2012), largely because society, particularly in the Western world, reflects considerable deviation from the traditional household composition of the past: fewer nuclear families, smaller numbers of household members, and more couples living together out of wedlock often with children (Duxbury, Lyons, & Higgins, 2007; Office for National Statistics, 2012). Undoubtedly, the global talent pool today is staffed with more non-traditional expatriates than ever before – among them executive women, married couples without children, female breadwinners, single and unaccompanied men and women, younger early-career people, empty-nesters and semi-retired people over 60, split families, and same-sex partnerships. Yet, the experiences ofwomen and men within this non-traditional expatriate population are not well known.

In this Special Issue, we invite submissions focused on non-traditional expatriates. We define non-traditional expatriates as including the following types of arrangements (noting that this may not be an exhaustive list):

• Status-reversal marriages/partnerships (female expatriates) with a male ‘trailing spouse’ where the primary income is generated by the wife,

• Single expatriates unaccompanied by a partner or children, including split families where an assignee’s immediate family members remain in the home country or priorlocation,

• ‘Empty-nesters’ or semi-retired expatriates over the age of 60,

• Expatriate couples cohabitating outside of legal marriage, with or without accompanying children,

• Blended expatriate families with step-children from prior relationships subject to custodial arrangements and not sharing the same family name,

• Expatriate families adopting foreign children in the host-country during an assignment,

• Lesbian, gay, bisexual or transgender expatriate partnerships, with or without children,

• Single parents with or without international custody arrangements,

• Expatriates with special needs children, and

• Expatriates with multigenerational responsibilities, i.e. accompanied on assignment by elderly parents or other family members.

• What are the similarities and differences in the experiences of non-traditional and traditional expatriates?

• Who is a non-traditional expatriate?

• How represented are non-traditional expatriates among the global talent pool?

• What are the reasons for non-traditional expatriates accepting international assignments or opting out of international assignment opportunities altogether?

• What are the legal, social, physical, emotional, psychological and policy challenges that non-traditional expatriates must overcome when deciding to expatriate?

• Is the ‘glass border’ real and does it act as a deterrent to expatriate for non-traditional assignees?

• What are the factors that contribute to the success of non-traditional expatriates on international assignments?

• What are the unique needs of non-traditional expatriates and what support do they receive from organisations, other expatriates, and host country nationals?

• To what extent do non-traditional expatriates favour a particular type of assignment, assignment duration, or assignment location, and why?

Our goal in this Special Issue is to explore the experiences of non-traditional expatriates and in doing so contribute to balancing the picture that existing research provides of the profile of expatriates. Specifically, we aim to: (i) address the gap in research that has not sufficiently addressed the experiences of this segment of the global talent pool; and (ii) propose a future research agenda to guide more scholarly work in this area. Topics that might be explored (among others) include:

Submission Guidelines

We welcome quantitative, qualitative (including case studies) and conceptual papers that provide unique insights into non-traditional expatriates and non-traditional expatriation. Single-country studies are also welcome provided the focus remains on topic. Findings and/or conceptualisations should have theoretical and policy implications, and seek to inform management practice. The editors of the Special Issue will be pleased to discuss initial ideas for papers via email.

Submitted papers must be based on original material not under consideration by any other journal or publishing outlet. The editors will select up to 8 papers to be included in the special issue, but other submissions may be considered for other issues of the journal. All papers will be subject to a double-blind peer review in accordance with the journal guidelines,

Manuscripts should be submitted online using the International Journal of Human Resource Management ScholarOne Manuscripts site (http://mc.manuscriptcentral.com/rijh) and in accordance with the author guidelines on the journal’s home page. New users should first create an account. Once a user is logged onto the site submissions should be made via the Author Centre. To submit your manuscript to the Special Issue on ‘Non-Traditional Expatriates’, choose the title of the Special Issue from the Manuscript Type list. When you arrive at the ‘Details and Comments’ page, answer ‘yes’ to the question ‘Is this manuscript a candidate for a special issue’ and insert the title of the special issue in the text field provided.

Important Dates

Paper submission deadline: 31st January 2014

Acceptance notification: 31st August 2014

Publication: 2015

Yvonne McNulty

Singapore Institute of Management University

ymcnulty@expatresearch.com

Kate Hutchings

Griffith University

k.hutchings@griffith.edu.au

References

Adler, N. 2002. Global managers: No longer men alone. International Journal of Human Resource Management, 13(5): 743-760

Brookfield Global Relocation Services. 2012. Global relocation trends survey report. Woodridge, IL.

Duxbury, L., Lyons, S., & Higgins, C. 2007. Dual-income families in the new millenium: Reconceptualizing family type. Advances in Developing Human Resources, 9(4): 472-486.

Office for National Statistics. 2012. Comparing data sources on families and households. South Wales, UK: Office for National Statistics.

Taylor, S., Napier, N., & Mayrhofer, W. 2002. Women in global business: Introduction. International Journal of Human Resource Management, 13(5): 739-742.

Vaiman, V., & Haslberger, A. 2013. Managing talent of self-initiated expatriates: A neglected source of the global talent flow. In V. Vaiman, & A. Haslberger (Eds.), Managing Talent of Self-initiated Expatriates: 1-15. London: Palgrave Macmillan.