CfP: Strategy, Innovation, and New Ventures in the New Normal Global Business Landscape

Journal of Management Studies

Special Issue Call for Papers:

Strategy, Innovation, and New Ventures  in the New Normal Global Business Landscape

Submission Deadline: 15 December 2017

Guest Editors:

• David Ahlstrom, The Chinese University of Hong Kong, Dept. of Management (ahlstrom@baf.cuhk.edu.hk)
• Jean-Luc Arregle, EM Lyon Business School (arregle@em-lyon.com)
• Michael A. Hitt, Texas Christian University, Neeley School of Business and Texas A&M University, Mays School of Business (m.a.hitt@tcu.edu)
• Xufei Ma, The Chinese University of Hong Kong, Dept. of Management (xufei@baf.cuhk.edu.hk)
• Gongming Qian, The Chinese University of Hong Kong, Dept. of Management (qian@baf.cuhk.edu.hk)

JMS Editor:

• Dries Faems, University of Groningen, Dept. of Innovation Management & Strategy (d.l.m.faems@rug.nl)

Overview

At the end of the 1990s, Hitt and colleagues (Hitt, Keats & DeMarie, 1998) introduced the notion of the new competitive landscape to describe the emergence of a changing business environment. That newer environment was characterized by more turbulent and technology-intensive conditions where some firms (and countries) grew at almost unheard of rates and new competitors could appear unexpectedly, assisted by new technologies as well as the increased globalization that facilitated market entry, cost arbitrage, and scale. However, the current competitive landscape is shifting once again. Since the worldwide financial crisis of 2008 and its aftermath, coupled with simmering populist concerns, we are seeing emergence of a new business landscape changing the environment for firms once again – i.e. a New Normal whereby something that was previously unusual has started to become more commonplace (El-Erian, 2010; Hitt, Li, & Xu, 2016). In a 2010 talk titled Navigating the New Normal in Industrial Countries, the head of PIMCO, Mohamed A. El-Erian stated: “Our use of the term was an attempt to move the discussion beyond the notion that the [financial] crisis was a mere flesh wound...instead the crisis cut to the bone. It was the inevitable result of an extraordinary, multiyear period which was anything but normal." International Monetary Fund Director, Christine Lagarde, added in October 2014 that the advanced economies may be facing a “new mediocre,” while former U.S. Secretary of the Treasury, Lawrence Summers, foresaw an era of “secular stagnation.”

The New Normal

It has become increasingly clear that a restructuring of the economic order has been taking place, and has particularly affected multinational enterprises (MNEs), and others doing business across borders. After the 2008 crisis for example, capital flows between countries and trade in goods and services have retreated significantly to levels not seen in a quarter century (Sharma, 2016: 2). Foreign direct investment has fallen from its pre-crisis high of over $3 trillion to around $2 trillion in 2015 (The World Bank, 2017). The more developed economies could linger in a low-level growth equilibrium for an unusually prolonged period (El-Erian, 2016). High debts caused in part by heavy reliance on accommodating monetary policy, may be prolonging that equilibrium. This may also mean costlier capital, an expanded role for governments, and a much larger burden of regulation and taxation for all, as firms find it more difficult to shift activities and park funds in the most favorable locations.

Before the financial crash, many companies had moved or were moving toward globally integrated structures, many encompassing hundreds of locations for various corporate activities. But the notion that we live in a world where the constituent parts of enterprises can be unbundled and distributed almost anywhere at will has been challenged by economic volatility, and changing political sentiments regarding borders, trade, and disruptive new (often local) competitors. The related inattention to the negative labor market and legitimacy consequences of trade and globalization may have further helped to energize populists opposition and the issues for multinational enterprises. At the same time, labor markets have become less dynamic and flexible, contributing to increasing inequality, which itself is hurting economic growth and increasing resentment toward wealthier individuals and firms, and the free trade they encourage (Autor, Dorn, and Hanson, 2016). This labor inflexibility is also seen in projections forecasting shortfalls in the global supply of many categories of engineers and other technical personnel.

The New Normal economy thus challenges how businesses are organized and governed, and even raises concerns with respect to their position in previously difficult-to-contest markets based on scale and scope economies and other thought-to-be strong barriers to competition (Davis, 2016). Global firms and entrepreneurs alike must account for these developments in terms of their plans and strategies in the coming years. Thus, the purpose of this Special Issue (SI) is to explore and explain the ways in which the New Normal affects strategies, innovation, and new venture activity. 

Core Goals of the Special Issue

• First, this SI seeks a clearer conceptualization of the New Normal. Which major economic and commercial changes have occurred and are occurring during this time? How do these changes influence different environmental conditions related to economic growth, industrial environments, commercial practices, and important formal and informal institutions?
• Second, this SI also seeks to increase our understanding of how the New Normal conditions impact key actors at various levels such as MNEs, suppliers, entrepreneurs, investors, and customers. We hope to refine our understanding of the contexts wherein the New Normal is most likely to have its greatest impact.
• Third, this SI hopes to provide a better understanding of how the New Normal conditions unfolding in different domains and different locations may have impact across different actors and ecosystems. Our SI will also seek manuscripts that address big research questions across levels of analysis and create foundational knowledge on a range of topics that addresses the strategic, operational, governance, institutional and performance consequences of the New Normal environment. Contributors are encouraged to provide not only quantitative or qualitative empirical evidence, but also new theory and concepts that can help to explain how some firms are able to adapt to and profit from the New Normal environment.

Possible topics

There are a number of topics/issues that can be addressed in the SI. In particular, it seeks to examine firm strategies, innovation, cooperation, and new venture creation in this New Normal environment. Several possible topics for the SI are provided below, though they need not be limited to these.

• I. Strategies

A. Global and Business Level

1. Globalization in the New Normal: A positive or malevolent force? In many developed countries, optimistic and positive feelings about a “Global World” have been replaced by negative ones, blaming globalization and unrooted, widely distributed corporate structures for existing economic or societal problems. How have MNEs been dealing with these legitimacy concerns? Are they purely problems of perception and reputation, or can something else be done?
2.  Entry-related issues in the New Normal: In recent years, lower-tech, less environmentally-friendly industries have been less desired by many host countries, while industries using high-tech and clean-energy are preferred. How have potential multinational entrants responded to these and other changes in industrial policies and how they should respond?
3.  Exit-related issues in the New Normal: Given the increase in the cost of doing business in some formerly “hot” host countries such as China in which costs are rising, how will multinational firms design and implement retrenchment or exit strategies if it becomes necessary to back out of foreign investments? Will they return to their home countries?
4.  Regional strategies in the New Normal: Companies whose strategies currently emphasize flexible supply chains, arbitraging costs, and achieving economies of scale across national boundaries may need to shift toward embeddedness, adapting to local conditions. Companies whose strategies emphasize arbitrage—taking advantage of differences—may need to make the same shift.

B. Strategies – Corporate (Mergers & Acquisitions, Strategic Alliances)

In the face of economic slowdown, overcapacity and low interest rates, there are numerous questions and issues related to use of corporate strategies in the new environment:

1.  What types of M&A or alliances are most effective for a firm to deal with environmental challenges of the New Normal?
2.  What potential difficulties/problems with the corporate strategies exist under the New Normal that may not have been problems before the changes of the past decade?
3.  Will M&As enable firms to take advantage of environmental changes in the New Normal?
4. Will M&As prompt domestic firms to increase the pace of international market expansion under the New Normal?
5. What attitudes of governments towards M&As and particularly towards international M&As are likely to exist? Are they preventing or encouraging M&As under the New Normal?
6. What strategies can firms best use to achieve their desired growth?

II. Innovation

1. In the New Normal, economic weakness, extra capacity, and possibly a shift in the zeitgeist toward more frugality, may put downward pressure on prices. Expansion into poorer markets at home and abroad will intensify this trend. How should firms respond to this pressure (and opportunities)?
2. Are more entrepreneurs and firms pursuing disruptive innovation in the New Normal and what are the outcomes of this innovation strategy?
3. A sustainable competitive position is more difficult if a company is unable to innovate its business model. How do firms develop business model innovations in the New Normal?
4. How does management innovation help firms design and implement organizational transformation in the New Normal?
5. Why and how do firms conduct social innovations for a sustainable development in the New Normal? 
6. Market-creating innovations use capital to scale up to a greater extent than more common incremental innovations to enhance efficiency. How can these crucial market-creating innovations be encouraged in the New Normal?

III. New ventures 

1. Does the New Normal enhance or hinder entrepreneurial activity?
2. What forms of new ventures may be required for the New Normal?
3.  What are the mechanisms for firms to conduct new opportunity discovery, evaluation, and exploitation in the New Normal?
4. How do new entrepreneurial firms adapt to changes such as low interest rates and trade barriers in the New Normal?
5. In the New Normal, what strategies help new entrepreneurial firms to strengthen their competitiveness domestically and internationally?
6.  The New Normal conditions also suggest that efficiency ratios such as ROI may not be as helpful for resource allocation decisions. What other measures are appropriate for managers and venture capitalists to use in making investment decisions?
7.  How is economic growth proceeding in the New Normal compared to the past two decades? Are the most commonly publicized figures masking things of which management and IB researchers should be aware? 

Submission Process and Deadlines

•  Submissions should be prepared using the JMS Manuscript Preparation Guidelines.
• Manuscripts should be submitted by 23 December 2017 to Margaret Turner (business.jms@durham.ac.uk).
• Manuscripts will be reviewed according to the JMS double-blind review process.
• For informal inquires related to the Special Issue, proposed topics and potential fit with the Special Issue objectives, please contact the guest editors.

Special Issue Workshop:

 To help authors advance their manuscripts, a Special Issue Workshop may be held on or around 9 August 2018 (possibly immediately before the Academy of Management Annual Meeting in Chicago, USA). If there is a workshop, authors of R&R manuscripts will be invited to present and discuss their papers during the workshop. However, presentation at the workshop will not guarantee acceptance of a paper for publication in JMS. Also, attending the workshop will not be a precondition for acceptance of a paper for the Special Issue.

Call for papers. Special Issue: European Journal of International Management (EJIM)

European Journal of International Management (EJIM)
SPECIAL ISSUE

Special Issue on: “The ROLE OF MULTINATIONAL ENTERPRISES In LOCAL MARKET DEVELOPMENTs”

Guest Editors

• Pervez N. Ghauri, King’s College, UK 
• Byung Il Park, Hankuk University of Foreign Studies, South Korea

Description

As globalization intensifies and new middle classes emerge in most markets, multinational enterprises (MNEs) have significantly increased their international business efforts. The recorded figure for 2010 revealed a more than triple increase of the worldwide foreign direct investment (FDI) activities since the year 2000, amounting to US$20.4 trillion (UNCTAD 2011). The reason for the consistent expansion in MNEs foreign operations is closely associated with the increased realization that the presence of foreign firms is beneficial for both home and host countries. One view is that MNEs possessing sophisticated knowledge often function as a conduit for local firms to acquire foreign technology and know-how. In addition, MNEs also help in the creation of employment opportunities and an increase of exports strengthening the balance-of-payments position of the local economies (Park, 2011; Park and Ghauri, 2011). Likewise, home economies of MNEs achieve market expansion and learn about foreign markets.

However, some scholars (e.g., Chang, 2004; Ziegler, 2005) have shed light on the negative aspects of MNE operations, and even argue that MNEs are one of the primary obstacles inhibiting economic growth in developing countries. The explanations given by these scholars, proposing negative impacts are the following; often MNE activities are too vitalized and excessive, foreign firms attempt to dominate the market they enter and present a challenge to national sovereignty. Moreover, the aggravation of local competition against MNEs inevitably culls locally grown enterprises, which results in the deterioration of employment. In particular, MNEs re-invest only a fraction of their revenues in local economies and drain positive effects from both capital injections and the balance of payments. This leads to serious reductions in foreign exchange reserves, forces local governments to borrow more foreign debt and pushes the local economy into a vicious economic circle. These negative effects cause hardship for local governments and negatively influence their investments in infrastructure, education and technology development. In this vein, they suggest that MNE operations are not much different from the establishment of colonies.

A key problem is that it is perhaps hard to say that an unlimited open-door toward MNEs and limitless competition based on market principles is the only correct answer for economic growth. In other words, we cannot merely overlook the adverse aspects of MNEs, and need to practically assess the value of foreign investment. There is a general consensus that the fundamental goals and aims of MNEs are to pursue corporate profits and increase organizational competitiveness in overseas markets, and thus such gloomy opinions about MNEs are unavoidable to some extent. In this vein, it is time to think about the ways to lessen the skeptical attitudes of FDI by identifying the role of MNEs in local market developments. We also suggest that the negative impression of FDI might be significantly reduced if MNEs engage in actions that go beyond their direct economic and financial interests, involve themselves in activities that are not required by the law but further social good and use their internal resources in ways to benefit local markets through committed participation as members of society.

Taken together, the objective of this special issue is to bring both theoretical and empirical advancements examining the role of MNEs in developing local markets in various areas (e.g., economic, social, institutional and ethical developments).

Subject coverage

We seek both theoretical and empirical papers that may address, but are not limited to, the following list of potential research questions:

• How does FDI function as a vehicle to enhance economic development in local markets? Does FDI from MNEs based in advanced economies trigger economic growth in developing countries in the long term? 
• Who obtains more benefits from inward FDI between advanced and developing countries? Are there avenues for MNEs based in advanced economies to help developing countries to promote economic growth? 
• Are there any different patterns of economic development through FDI between advanced and developing countries? What implications can be drawn from countries that have successfully leapfrogged into better economic status? 
• What are the key factors promoting the positive spillover effects of FDI in developing economies? 
• In the perspective of developing countries, what are the primary conditions that inhibit the negative economic outcomes from inward FDI? 
• How does FDI contribute to social evolution, particularly in emerging and developing countries? 
• What is the effect of profit remittance by MNEs in the local market economy? What encourages MNEs to re-invest profits in local markets? 
• What motivates corporate social responsibility (CSR) practices in foreign markets? Is there any particular relationship between the level of foreign CSR and economic development in emerging and developing countries? 
• What facilitates knowledge transfer from advanced to developing economies through FDI? 
• Is there a correlation between FDI types (e.g., ‘vertical versus horizontal’ or ‘export-driven versus market-seeking’) and economic contributions in emerging and developing countries? 

References

Chang, H-J. (2004), Globalization, economic development and the role of the State, London, NY: Zed Books.

Park, B. I. (2011), “Knowledge transfer of multinational enterprises and technology acquisition in international joint ventures”, International Business Review, Vol. 20, pp. 75-87.

Park, B. I. and Ghauri, P. N. (2011), “Key factors affecting acquisition of technological capabilities from foreign acquiring firms by small and medium sized local firms”, Journal of World Business, Vol. 46, pp. 116-125.

UNCTAD (2011). World investment report: Non-equity modes of international production and development. Geneva: United Nations.

Ziegler, J. (2005), L'empire de la honte, Paris: Fayard.

Notes for Prospective Authors

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere.

All papers are refereed through a peer review process. A guide for authors, sample copies and other relevant information for submitting papers are available on the Author Guidelines page.

Deadlines for submission

• Submission of Manuscripts: January 15, 2015
• Notification to Authors: April 1, 2015
• Final Versions Due: December 1, 2015
• The issue is published: May 2016

Editors and Notes



All papers must be submitted online. To submit a paper, please go to Online Submissions of Papers. If you experience any problems submitting your paper online, please contact submissions@inderscience.com, describing the exact problem you experience. (Please include in your email the title of the Special Issue, the title of the Journal and the names of the Guest Editors).

Guest Editor(s) contact details:

• Dr. Pervez N. Ghauri

King’s College London, Department of Management, 150 Stamford Street, London, SE1 9NH, UK
Tel: 00-44-(0)20-7848-4122, Email: pervez.ghauri@kcl.ac.uk

• Dr. Byung Il Park

Hankuk University of Foreign Studies, College of Business Administration, 270, Imun-dong, Dongdaemun-gu, Seoul, 130-791, South Korea
Tel: 00-82-(0)10-4157-3532, Email: leedspark@hufs.ac.kr

Call for Papers: Special Issue of the International Journal of Cross-Cultural Management

Call for Papers (Special Issue of the International Journal of Cross-Cultural Management)

The dynamic complexities of culture(s) and organizations: Understanding diversity, race, gender and religion in context

Guest editors

• Jasmin Mahadevan, Pforzheim University, Germany, jasmin.mahadevan@hs-pforzheim.de
• Henriett Primecz, Corvinus University of Budapest, henriett.primecz@uni-corvinus.hu
• Laurence Romani, Stockholm School of Economics, Laurence.romani@hhs.se

Call for papers:

Migration and mobility are key features of a globalized world (Urry, 2000). Due to this development, management and organizations have become increasingly culturally diverse.
When speaking of culture in this call, we refer to any processes of collective identity through which individuals construct relative difference between social self and other (Lawler, 2008). Such cultural diversity is never context-free. Rather, it evolves within a specific national, geographic, social, economic and cultural environment. Neither micro-level human interactions, nor meso-organizational and macro-societal boundary conditions are devoid of power. Rather, they are shaped by historical and neo-colonial imbalances of power which result in historically excluded or marginalized groups (Prasad, Pringle and Konrad, 2006). These boundary conditions might restrain individual agency, yet, they might also facilitate resistance.
This call addresses the question of how complex organizational diversity and related cultural dynamics can be understood in context. We understand context as referring to relations of power, to the specific nature of interactions, and to the socio-structural boundary conditions and their historical roots. If these are not reflected upon, specific configurations of cultures in organizations might result in marginalization, othering, sophisticated stereotyping (Osland et al, 2000) and exclusion (Zanoni et al., 2010).
With regard to context, we are particularly interested in how diversity, race, gender and religion intersect on multiple cultural levels and shape individual life experiences in today’s organizational world (e.g. Mahadevan, 2012). Our aim is to deliver a richer understanding of marginalized individuals’ life experiences at work and to assess diversity, race, gender and religion in context. We wish to base recommendations for Cross-Cultural Management on this neglected viewpoint.
This might mean to “follow the people, follow the thing, follow the metaphor, follow the plot, story, or allegory, follow the life or biography, or follow the conflict” (Marcus, 1995: 91-92). We assume that interpretative and ethnographic methods bear a high potential for delivering new insights into the complexities of culture(s) and organizations with regard to our specific focus points (cultural diversity, race, gender and religion), however, this call is not limited to a specific method nor research paradigm (see Primecz et al., 2009). Empirical articles as well as methodological or theoretical considerations are welcome.

Topics may include but are not limited to:

• Power-laden organizational phenomena such as Othering, marginalization, resistance, stereotyping and the making of cultural difference
• New methodologies or theories for studying diversity, gender, race and religion in context
• Studies that contextualize diversity, race, gender and religion in terms of habitus, agency, body techniques, performativity, ‘doing’ or other cultural lenses
• Postcolonial, postfeminist or critical approaches to cultural diversity

Submission and informal enquiries:

Papers should be submitted through the International Journal of Cross-Cultural Management ScholarOne site at http://mc.manuscriptcentral.com/ijccm. Please ensure when you do submit that you select the relevant special issue to direct your submission appropriately. If you experience any problems please contact Jasmin Mahadevan at the e-mail address shown below.

The deadline for manuscript submission is September 15, 2014.

Style and other instructions on manuscript preparation can be found on the journal’s website:http://www.sagepub.com/journals/Journal201498/manuscriptSubmission.Manuscript length should not exceed 8000 words, including appendices and supporting materials. Please also be aware that any images used in your submission must be your own, or where they are not you must already have permission to reproduce them in an academic journal. You should make this explicit in the submitted manuscript.
Please direct informal enquiries to Jasmin Mahadevan (jasmin.mahadevan@hs-pforzheim.de). The special issue is scheduled for publication in 2015.

References

• Lawler, S. (2008), Identity: Sociological perspectives, Polity, Cambridge / Malden.
• Mahadevan, J. (2012), Are engineers religious? An interpretative approach to cross-cultural conflict and collective identities, International Journal of Cross-Cultural Management 12(1), 133–149.
• Marcus, G.E. (1995), Ethnography through Thick and Thin, Princeton University Press, Princeton.
• Osland, J., Bird, A., Delano, J. and Jacob, M. (2000), Beyond Sophisticated Stereotyping: Cultural Sensemaking in Context, Academy of Management Executive, 14(1), 65-79.
• Prasad, P.; Pringle, J.K., Konrad, A.M. (2006): Examining the contours of workplace diversity – concepts, contexts and challenges, in: Konrad, A.M.; Prasad, P.; Pringle, J.K. (eds.), Handbook of Workplace Diversity. London: Sage, 1-22.
• Primecz, H.; Romani, L. and Sackmann, S. (2009), Multiple perspectives in Cross-Cultural Management, International Journal of Cross-Cultural Management, 9(3), 267-274.
• Urry, J. (2000), Sociology beyond societies: Mobilities for the twenty-first century, Routledge, London.
• Zanoni, P., Janssens, M. Benschop, Y. and Nkomo, S. (2010), Guest editorial: unpacking diversity, grasping inequality: rethinking difference through critical perspectives, Organization, 17(1), 9-29.

Call for special issue papers: Learning and Knowledge Management In and Out of Emerging Markets

Journal of World Business

Call for papers for a special issue
Submission Deadline: September 1, 2014

Learning and Knowledge Management In and Out of Emerging Markets

• Guest Editors: Preet S. Aulakh, Sumit K. Kundu, and Somnath Lahiri
• Supervising Editor: Mike Peng

Significant attention has been devoted in recent years to understand how MNCs from developed nations enter and compete in various emerging markets. A growing body of research has also focused on how MNCs from emerging markets internationalize to compete in the global arena. There is unanimity amongst scholars that competing within emerging markets and internationalizing out of these markets require strategic choices that are markedly different from those prescribed in traditional models of MNC behavior (Aulakh & Kotabe, 2008; Contractor et al., 2007; Hoskisson et al., 2013; Luo & Tung, 2009; Meyer et al., 2009). But how MNCs learn and manage knowledge as they compete in and out of emerging markets has gained little scrutiny in the contemporary international business research (Lahiri, 2011; Peng et al., 2010). The aim of this JWB special issue is to foster scholarship that develops new theory and promotes novel empirical and practitioner insights on MNC learning and knowledge management (LKM) strategies in the context of emerging markets.

The importance, processes, and outcomes of LKM have been well documented in the literature. Organizational learning theory considers firms as cognitive enterprises. Although some overlaps exist between learning and knowledge management, the former can be considered a precursor of the latter. Through learning, organizations are able to create, acquire, and transfer knowledge and accordingly modify their behavior to reflect new knowledge and insights. Knowledge acquired as a result of learning allows firms to either reinforce or change organizational routines. Scholars have forwarded the notion of learning organizations, wherein individual-level learning is transferred to the organization level resulting in shared mental models. These mental models allow organizations to update their beliefs about various cause-effect relationships relating to themselves, their markets, and competitors, and devise strategies to adjust and respond to internal and external environments. Learning and consequent knowledge development is facilitated by firms’ experience, both positive and negative (Chang et al., 2012). Scholars agree that properly implemented LKM processes can be a source of competitive advantage. However, they also caution that firms can make erroneous strategic decisions if learning is based on biased representation of past reality.

To compete in foreign markets MNCs need to learn and gather knowledge about the local business environment including roles played by various stakeholders, business partners and competitors. Dealing with various components of learning (information acquisition, information dissemination, shared interpretation, and development of organizational memory) and knowledge management can be tricky as host nations may present institutional environments that may be ambiguous and uncertain to foreign MNCs. Therefore, MNCs may need to frame different LKM strategies that fit local contexts and allow them to compete over local rivals by grafting new knowledge or engaging in learning and knowledge gathering from others. Given that business environments in emerging markets are markedly different from those in developed nations, question arises as to how MNCs engage in LKM as they compete in and out of emerging markets and whether LKM processes differ owing to differences in MNCs’ home market attributes.

This special issue solicits scholarly contributions that advance our understanding of LKM strategies that (a) MNCs from developed nations deploy to enter and compete within emerging markets, and (b) MNCs from emerging markets utilize in their own internationalization processes. The following is an illustrative list of questions:

• How do developed nation MNCs (DMNCs) learn and build knowledge from their prior entries into emerging markets? What strategies and structures do they employ to use existing knowledge to compete in emerging markets? 
• How do emerging market MNCs (EMNCs) learn and build knowledge from their prior internationalization moves out of their home markets? What strategies and structures do they employ to use existing knowledge to compete in developed markets or other emerging markets (Peng, 2012)? 
• How and why LKM strategies of DMNCs and EMNCs differ? In addition, how do these strategies differ across manufacturing and service sectors (Kundu & Merchant, 2008)? 
• Does affiliation with specific networks or business groups influence the KLM strategies of firms? 
• What role does distance (institutional, organizational, geographical) (Berry et al., 2010) play in the LKM strategies of DMNCs and EMNCs? 
• How do DMNCs and EMNCs organize resources and capabilities (Lahiri et al., 2012) to efficiently formulate and implement LKM strategies? 
• How do DMNCs and EMNCs institute policies, structures, and processes to facilitate LKM (Sun et al., 2012)? 
• How do LKM strategies affect global competitiveness and performance of DMNCs and EMNCs? 

Submission process

Authors should email their manuscripts in Word (no PDF please) to all three Guest Editors (and copy Supervising Editor) with the subject labeled “Submission to JWB SI: Learning and knowledge management” by September 1, 2014. Manuscripts should be prepared in accordance with the Guide for Authors available at http://www.elsevier.com/journals/journal-of-world-business/1090-9516/guide-for-authors. The anticipated publication date is 2016. All submitted manuscripts will be subjected to JWB’s blind review process.

Submitted manuscripts may be conceptual or empirical (quantitative or qualitative). Questions about the special issue may be directed at any of the following guest editors:

• Preet S. Aulakh, Guest Editor, York University, Canada (email: paulakh@schulich.yorku.ca) 
• Sumit K. Kundu, Guest Editor, Florida International University, USA (email: kundus@fiu.edu) 
• Somnath Lahiri, Guest Editor, Illinois State University, USA (email: slahiri@ilstu.edu) 

References

Aulakh, P.S., & Kotabe, M. (2008). Institutional changes and organizational transformation in developing economies. Journal of International Management, 14(3): 209-216.

Berry, H., Guillén, M.F., & Zhou, N. (2010). An institutional approach to cross-national distance. Journal of International Business Studies, 17: 1-26.

Chang, Y., Gong, Y., & Peng, M.W. (2012). Expatriate knowledge transfer, subsidiary absorptive capacity, and subsidiary performance. Academy of Management Journal, 55(4): 927-948.

Contractor, F.J., Kumar, V., & Kundu, S.K. (2007). Nature of the relationship between international expansion and performance: The case of emerging market firms. Journal of World Business, 42(4): 401-417.

Hoskisson, R.E., 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 (In Press).

Kundu, S.K., & Merchant, H. (2008). Service multinationals: Their past, present, and future. Management International Review, 48: 371-377.

Lahiri, S. (2011). India-focused publications in leading international business journals. Asia Pacific Journal of Management, 28(2): 427-447.

Lahiri, S., Kedia, B.L., & Mukherjee, D. (2012). The impact of management capability on the firm resourceperformance relationship: Evidence from Indian offshore outsourcing service providers. Journal of World Business, 47(1): 145-155.

Luo, Y., & Tung, R.L. (2007). International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38(4): 481-498.

Meyer, K.E., Estrin, S., Bhaumik, S.K., & Peng, M.W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, 30(1): 61-80.

Peng, M.W. (2012). The global strategy of emerging multinationals from China. Global Strategy Journal, 2(2): 97-107.

Peng, M.W., Bhagat, R.S., & Chang, S-J. (2010).Asia and global business. Journal of International Business Studies, 41(3): 373-376.

Sun, S.L., Peng, M.W., Ren, B., & Yan, D. (2012). A comparative ownership advantage framework for crossborder M&As: The rise of Chinese and Indian MNEs. Journal of World Business, 47(1): 4-16.

Call for Journal Special Issue:heory Building Surrounding Sustainable Supply Chain Management

Journal of Supply Chain Management (JSCM)

A Special Topic Forum (STF) Dedicated to “Theory Building Surrounding Sustainable Supply Chain Management”

Guest Editors:

• Gideon Markman, Colorado State University
• Dan Krause, Colorado State University

The area of social and environmental sustainability attracts scholars from diverse disciplines (e.g., supply chain, management, finance, accounting, marketing, political science, sociology, economics, management, etc. to name a few). Such cross-disciplinary effort is needed because although many scholars link sustainability to discrete business activities—inbound and outbound logistics, processes and operations, finished products and customer interface, distribution channels, and services—we do not have an overarching, integrative theory of sustainability.

For example, some suggest a “green to be seen” perspective—that consumers are willing to pay extra forsustainable offerings but only if clear status incentives are associated with such purchases (Griskevicius, Tybur, & Van den Bergh, 2010). Others note that because a shift towards sustainable practices is costly and disruptive of firms’ functions, green management matters, but only if it yields higher profits (Siegel, 2009). If companies can charge premium prices (and consumers are willing to pay more) for sustainable products, but only when such purchases enhance buyers’ reputation or firms’ bottom line, what are the implications for products, services, and operations that are less observable or less augmentative of financial performance? Indeed, some companies, such as Apple, decline to name their suppliers and the provenance of raw materials (The Guardian, 2013). When companies follow a policy of non-disclosure of suppliers, materials, and practices, do they worry that transparency—including the touting of ethical supply chain practices—reveals their competitive secrets to rivals? Are they simply attempting to hide unethical practices? Or, are there other reasons?

Regardless of the motivation, it is increasingly apparent that choices and considerations of sustainability are critical in most if not all business functions. Despite the importance of sustainability, not every scholar, manager, or company agrees on the conceptual connections among and drivers of sustainability and SCM. Part of the problem is insufficient theory.

Supply chain scholars are perhaps among the most qualified to develop a theory of sustainability because they observe firms’ entire value chains. Such scholarship analyzes how firms combine raw inputs from disparate suppliers; how inputs are processed and augmented into outputs; and how such outputs are then sold to customers. This also means that supply chain scholars can keenly appreciate how even seemingly inconsequential choices in early value-chain activities can trigger cascading effects that bring a smooth-running operation to a grinding halt with negative consequences—e.g., undermining the reputation of a single firm, or worse, ravaging entire industries (e.g., the tobacco industry).

Such examples, and scores of insightful studies in diverse disciplines, corroborate the need—in fact, an opportunity—to develop an overarching, integrative theory of sustainability. Hence, this STF is a platform for scholars to showcase their best conceptual research on sustainability, and hopefully, its impact on operations and supply chain management. The STF might appear broad—encompassing sustainability, ethics, CSR, and of course, supply chain management—but the focus on theory papers (which encompass both pure conceptual theory building and qualitative methodologies such as inductive case studies) rather than deductive, big data, “empirical” research does narrow the scope.

We are particularly interested in “edgy” manuscripts that would yield conceptual platforms, open up new research frontiers, or offer new insights that significantly enrich discussion and discourse as well as those that unpack important, timeless, yet revelatory topics. We dare contributors to think outside the traditional “research sandbox" and to feature radical, controversial, novel, useful, and non-obvious conceptual lenses—even if notfully grounded in well-validated empirical studies. Of course, manuscripts can't be merely descriptive; a strong effort to build a theoretical foundation is still needed. The STF hopes to energize the field by featuring contributions that extend existing knowledge, challenge research dogmas, cross disciplinary boundaries, and reveal what we otherwise had not conceived about sustainability.

To echo others and apply their logic to the STF, a good theory would offer a causal story about the nature of sustainability, as well as on its antecedents, drivers, and consequences (Sutton & Staw, 1995). Laced with a set of convincing and logically interconnected arguments, a theory of sustainability might also burrow into micro-processes, laterally into neighboring conceptual arenas (e.g., ethics), or in an upward direction, tying itself to broader social or environmental outcomes and events. Indeed, a theory of sustainability might have implications that we have not seen, including inferences that run counter to prevalent expectations. Weick (1995) notes that a good theory explains, predicts, and delights; we will be delighted to receive manuscripts that feature a theory that explains and predicts social and/or environmental supply chain sustainability.

The STF and review process will favor scholarly work that breaks away from “gradualism” in order to shed light on both big conceptual questions and on significant and practical problems that are related to the topical area. Consistent with the JSCM ethos, the final manuscripts—collectively and individually—will have to make strong theoretical contributions.

Submission process and guidelines:

• Papers will be reviewed following the JSCM double-blind review process. Papers should be submittedbetween December 15, 2014 and the January 15, 2015 deadline via the Journal's online submission platform (http://mc.manuscriptcentral.com/jscm). Please note in the cover letter that the submission is for theSpecial Topic Forum on Theory Building Surrounding Sustainable Supply Chain Management. Papers should be prepared using the JSCM Guidelines.
• Questions can be addressed to the guest editors:
• Gideon Markman (gideon.markman@colostate.edu)
• Dan Krause (dan.krause@business.colostate.edu). 
• The editors welcome informal enquiries related to proposed topics.

Special Issue Workshop: To help authors advance their manuscripts, a Special Issue Workshop will be held in May 2015 in Denver, Colorado (to co-occur with the Sustainability, Ethics, and Entrepreneurship—SEE—Conference). Authors of R&R manuscripts will be invited to present and discuss their papers during the workshop, but presentation at the workshop does not guarantee acceptance of papers for publication in JSCM. Attending the workshop is not a precondition for acceptance into the STF.

References:

Griskevicius, V., Tybur, J.M., & Van den Bergh, B. 2010. Going green to be seen: Status, reputation, and conspicuous conservation. Journal of Personality and Social Psychology, 98: 392–404.
Monbiot, G., 2013. Why is Apple so shifty about how it makes the iPhone? The Guardian.http://www.theguardian.com/commentisfree/2013/sep/23/apple-shifty-about-making-iphone (last accessed - December 25, 2013).
Siegel, D.S. 2009. Green management matters only if it yields more green: An economic/strategic perspective. Academy of Management Perspective, 23:5-16.



Further info:
Gideon D. Markman
Associate Professor of Strategy, Innovation, & Entrepreneurship
Dept. of Management
Colorado State University
218 Rockwell Hall
Fort Collins, CO 80523-1275
USA
Office: 970.491.7154
Fax: 970.491.3522
E-Mail 1: gideon.markman@colostate.edu
E-Mail 2: gid.markman@gmail.com

Call for conference papers: Forum for Economist International

The Forum for Economists International is organizing a conference in Amsterdam, Netherlands, May 30-June 2, 2014. Sessions will be scheduled on May 31-June 1, 2014.

The submission deadline for abstracts is April 15, 2014.

The Forum for Economists International encourages and facilitates multi- and interdisciplinary research. Participants may or may not present a paper. Attendees not presenting a paper may be requested to serve as discussant and/or session chair.

Papers in all areas of economics and related disciplines - including accounting, public administration, finance, political sciences, law & economics, management, natural resources, monetary issues, transition issues, Asian economies, European Union, etc. - are eligible for presentation.

Papers in the fields of public administration, public finance and public management are eligible for submission to Public Finance and Management (PFM).

Abstracts (maximum 250 words) must be submitted by email (f4ei@f4ei.org) as a Word file. Please include: 1) name, 2) academic rank or title, 3) affiliation, 4) e-mail address. 5) category of topic (see listing in the Journal of Economic Literature.

The Forum for Economists International will publish conference proceedings, which will not be peer-reviewed. Presenters have the option to submit their papers for inclusion in the proceedings. See for more details http://www.f4ei.org/index.php?option=com_content&view=article&id=18&Itemid=21

Save on the registration fee and register before March 1, 2014. You can register online at http://www.f4ei.org/index.php?option=com_content&view=article&id=10&Itemid=22. If you already registered and received a confirmation, you do not need to register again.

Join the Program Committee by organizing a session with 4-5 papers. Just send your session proposal to the Program Chair, M. Peter van der Hoek (f4ei@f4ei.org).

Sincerely,


Prof. dr. M. Peter van der Hoek
Academy of Economic Studies, Bucharest, Romania and
Erasmus University (Em.), Rotterdam, Netherlands
Editor of Public Finance and Management(www.spaef.com)
Mailing address:
M.P. van der Hoek
P.O. Box 137
NL-3350 AC Papendrecht
Netherlands
Phone: +-31-78-6153453 (if no answer: +31-10-4082779)
Fax: +-31-10-4089179
E-mail: vanderHoek@ext.eur.nl

Call for conference papers: Academy of World Business. Marketing and Management Development Conference

Academy of World Business. Marketing and Management Development Conference

in Dubai, UAE 11-14 August 2014

Hosted by University of Wollongong in Dubai, UAE. Win a free iPad or eReader.

DEADLINE FoR SUBMISSION OF PAPERS EXTENDED TO: 24 FEBRUARY 2014

CONFERENCE THEME

Marketing, Managing and Financing Organizations in Today’s Environment of Slow Economic Growth: To achieve the best level of performance in today’s environment of slow economic growth, managers must be innovative and competitive. They must be prepared to acquire and utilize multi-dimensional skills that are essential for managing, marketing and financing organizations successfully. Contemporary research findings and theories presented at this conference will shed light into the policies and strategies that are vital for achieving effective growth and enhance organizational performance. This 6th biennial Academy of World Business, Marketing and Management Development Conference aims to share research knowledge, theories and practice that exist in the world in the areas of business, marketing, finance and management. Manuscripts for this double blind peer reviewed conference are invited in terms of competitive papers, case studies, research in progress, literature review, special sessions and doctoral research papers in any of the track areas listed below:

2014 TRACK AREAS

• Track 1: Agribusiness Management/Agrimarketing
• Track 2: Business, Marketing and Management Development in Transitional Economies
• Track 3: Consumer Behaviour and Psychology
• Track 4: Current Issues in Business, Marketing and Management in Africa
• Track 5: Current Issues in Business, Marketing and Management in Asia
• Trck 6: Current Issues in Business, Marketing and Management in Australia and New Zealand
• Track 7: Current Issues in Business, Marketing and Management in Central America and the Caribbean
• Track 8: Current Issues in Business, Marketing and Management in Europe
• Track 9: Current Issues in Business, Marketing and Management in the Middle East
• Track 10: Current Issues in Business, Marketing and Management in North America
• Track 11: Current Issues in Business, Marketing and Management in South America
• Track 12: Economics, International Trade and Banking
• Track 13: Entrepreneurship and Small Business Development
• Track 14: Environmental Management/Environmental Marketing Issues
• Track 15: Ethics and Social Responsibility
• Track 16: Finance, Foreign Direct Investments, Accounting and Taxation
• Track 17: Globalization and International Management
• Track 18: Health Care Marketing and Management
• Track 19: Human Resource Management and Occupational Health and Safety
• Track 20: Industrial Marketing/Business-to-Business Marketing
• Track 21: Information Systems, E-Commerce, E-Marketing
• Track 22: International Business in Emerging Economies
• Track 23: International Marketing and Exporting
• Track 24: Management and Organizational Behaviour
• Track 25: Marketing Management
• Track 26: Marketing and Management of Education and Training
• Track 27: Marketing and Management of Non Profit Organizations
• Track 28: Promotion Strategy and Communication
• Track 29: Public Administration
• Track 30: Services Marketing and Relationship Marketing
• Track 31: Social Media
• Track 32: Strategic Management
• Track 33: Strategic Marketing
• Track 34: Sustainable Management/Sustainable Marketing
• Track 35: Technology/Research and Development
• Track 36: Tourism and Hospitality Marketing and Management
• Track 37: Transportation, Aviation and Aerospace Management
• Track 38: Women in Leadership and Management
• Track 39: Special Session – Doctoral Research Papers
• Track 40: Special Session – Legal issues, Criminal Justice, Forensic Science, etc

TYPES OF PAPERS FOR SUBMISSIONS: Your submission can be in any of the following four categories.

· An abstract only paper of least 100 words but not more than one page; or

· A proposal/work in progress paper to be no longer than 5 pages; or

· A competitive full paper to be no longer than 15 pages; or

· A literature review paper to be no longer than 15 pages but needs to provide theoretical insights based on reviews of relevant literature.



PAPER AWARD AND PUBLICATION: Conference participants have a chance to win a free iPad or eReader through random drawing of names. There is a ‘Best Paper Award Certificate’ or ‘Commendation Award Certificate’. Very good competitive papers will be recommended to be double blind refereed again for possible publication in a refereed book or for publication in any of the following double blind refereed journals:

· Journal of International Marketing and Exporting (ISSN 1324-5864)

· Journal of Management and World Business Research ISSN (1449- 3179)

· International Journal of Business and Marketing (ISSN 1448-9848) – New double blind peer refereed journal.

· International Journal of Business, Social Sciences, Humanities and Education (ISSN 2201-3105) – New double blind peer refereed journal.



Publication in the proceedings – Although all papers to be presented at the conference are entitled to appear in the conference proceedings, the Academy will allow every author to decide whether to publish his or her full paper in the proceedings or to publish only the abstract.



PRIZES: Participants who register and present their papers at the conference as well as attend the conference dinner have a chance to win a free iPad or eReader through random drawing of tickets. If a number is drawn and the person with the ticket number is not available in the room when the number is drawn, another number will be drawn because the person whose number is drawn must be present to win the prize. The Program Chair and the Associate Program Chairs cannot win these prizes.



CALL FOR TRACK CHAIRS: All track chairs must attend the Conference. To be considered to serve as a track chair/co-track chair please email Executive Conference Director and Program Chair, Professor Gabriel Ogunmokun the following information:

(i) Track Number/Area you are interested in being a track chair for.

(ii) Your title, name, highest qualification, current position in your organization, address of your organization, and your email address:



The responsibilities of a track chair/co-track chair will include:

· Submitting a joint or individual paper for the conference to the Program Chair Prof Ogunmokun who will organize it to be double blind peer reviewed;

· Attending the conference and serving as a chair for one of the sessions;

· Receiving papers from contributors in your Track area for review;

· Sending the papers you have received to reviewers on behalf of the conference organizers;

· Forwarding the papers that reviewers have accepted to the organizers, with the reviewers’ comments; and

· Promoting the conference to other people in your area.



The 2014 Executive Conference Director and Program Chair Program Chair is Professor Gabriel Ogunmokun and the Associate Program Chair is Professor Prakash Vel.



For detailed information visit: http://academyofworldbusiness.com/wp/conferences/2014-dubai-uae-2/ or contact Professor Gabriel Ogunmokun by email using the two email addresses below.



Thank you and we look forward to hearing from you.



Regards,



Gabriel

____________________________________________________________________________

Professor Gabriel Ogunmokun, PhD (Monash)

President and Executive Conference Director and Program Chair

Academy of World Business, Marketing and Management Development

GPO Box K 789, Perth, Western Australia 6842

(Chair of Department of Marketing and Management; and Chair of Research - School of Business, University of the Virgin Islands, United States Virgin Islands).

Email: ogunmokun@academyofworldbusiness.com; ogunmokun@academyofworldbusiness.org



Website: http://academyofworldbusiness.com/wp/conferences/2014-dubai-uae-2/

Call for conference papers: 2014 International Conference of the Association of Global Management Studies

Call for Papers

2014 International Conference of the Association of Global Management Studies

• Saïd Business School
• University of Oxford
• Park End Street
• Oxford, UK
• May 20th-21th 2014

Keynote Speakers:

Prof. Michael Barrett, University of Cambridge Prof. Sundeep Sahay, University of Oslo

Theme: Global Management and Innovation across Business Disciplines International Conference of the Association of Global Management Studies

(AGMS) provides a platform to discuss challenges pertaining to contemporary issues in management studies. It also fosters multidisciplinary research involved in the development of theoretical and practice knowledge of all business and related fields by researchers, educators and practitioners.

Conference Tracks

• 1. Big Data,  Big Impacts: Governance, Accountability & Control
• 2. Cultural Management
• 3. eLearning/Distance Learning
• 4. Entrepreneurship Management
• 5. Globalization and Sustainability
• 6. Human Capital
• 7. Human Resource Management
• 8. Knowledge, Innovation & Technology Management
• 9. Logistics and Supply Chain Management
• 10. Management Information Systems
• 11. Managing Projects
• 12. Marketing Management
• 13. Organization Development and Change
• 14. Pedagogy, Teaching and Curriculum in Management Education
• 15. Perspectives in Management Studies
• 16. Strategic Management & Organization Ecology
• 17. Workplace Diversity
• 18. Workplace Dynamics and Employee Engagement

Submission of Papers:

No submission to 2014 International Conference of AGMS should already have been published in a journal, presented at another conference, or be currently under consideration for publication or presentation elsewhere.

All submissions are reviewed by the track chairs, program committee, and selected reviewers. All reviews are double blind. The editorial board will make the final determination as to whether the accepted papers are published in the 2014 AGMS Proceedings or qualify for publication in the International Journal of Global Management Studies (IJGMS) or International Journal of Global Management Studies Professional (IJGMSP). All AGMS journals and proceedings are refereed and registered with the Library of Congress (IJGMS

- ISSN: 1945-3876 print copy and ISSN: 1945-3884 online; IJGMSP - ISSN:

1945-385X print copy and ISSN: 1945-3868 online and AGMS Proceedings 2013 -

ISSN: 2150-8461print copy and ISSN: 2150-8488 online). Authors of accepted papers will be notified by March 15, 2014.

Format of Submitted Papers:

Papers should follow the style recommended by the American Psychological Association (APA) Publication Manual. The language of the conference and related publications is English. Each accepted paper must be presented at the conference and be accompanied by paid registration. Each submitted paper must include an abstract and must conform to the following format: First

Page: Title, authors, mailing address, phone, fax, email address, and abstract. Second and subsequent pages: (limited to 25 double-spaced pages).

Please submit electronic copy in Microsoft Word format to the Conference

President(s):

Prof. Dr. John Saee, ESB Business School, Reutlingen University, Reutlingen, Germany John.Saee@Reutlingen-University.de OR Dr. Mukesh Srivastava, College of Business, University of Mary Washington, USA msrivast@umw.edu or 2014AGMS@ijgms.org no later than March 15, 2014

Any submission that is received after the deadline, exceeds length requirements, or does not adhere to the format will be rejected without review.


Deadlines:

Submission deadline: March 15, 2014

Conference acceptance notification: Rolling acceptance until April 1, 2014 Final version due: April 10, 2014 IJGMS and IJGMSP Journal notification: Rolling acceptance

For more information, style guidelines about journals, and conference registration fee, visit the AGMS website at http://association-gms.org/index.php/conferences/icagms-2014/,
www.association-gms.org, www.ijgms.org and www.ijgmsp.org


Dr. Mukesh Srivastava
Editor-in-Chief
Int'l Journal of Global Management Studies
email: editor@ijgms.org

-----------------------------
[1] www.ijgms.org
[2] www.ijgmsq.org
[3] www.association-gms.org

Call for papers. New journal: Foundations and Trends in International Business and Management

We are please to announce the formation of a new and unique journal entitled "Foundations and Trends in International Business and Management". Foundations and Trends® in International Business and Management is a unique concept in that each issue comprises a 50-100+ page monograph written by research leaders in the field. Monographs that give tutorial coverage of subjects, research retrospectives as well as survey papers that offer state-of-the-art reviews fall within the scope of the journal.. In addition, unlike standard journals the copyright resides with the authors. You can examine models of the sorts of articles published in other FnT journals at http://nowpublishers.com/journals.

At this point, we are calling for authors interested in publishing in the journal to submit proposals to us. The instructions for submissions are given below and also at:
http://nowpublishers.com/journals/Foundations%20and%20Trends%C2%AE%20in%20International%20Business%20and%20Management/author-instructions
DO NOT just reply to this email or contact the editor directly but follow the procedure outlined. Proposals send outside the process outline will be ignored as it is important for us to track what was submitted and when.
A few hints on what might make a good proposal (note, of course, that there are exceptions and these are only the editor's hints): (1) Those writing the submission should have a deep knowledge of the field (hence it might be helpful that submissions come from a team of scholars rather than single individuals). (2) Literature reviews that are simply carved out of dissertations should not be submitted as these are usually linked to specific empirical and theoretical models the student is testing. However, they might serve as a basis for a more substantive article (e.g., several junior scholars working in the same field are likely to put together a better proposal than a single individual wanting to build solely on their dissertation). (3) It is important to write to the readership (i.e., other scholars and PhD students). Most academics "write to write" rather than "write to be read". So keep in mind that the goal is to pull together not just a core dump of what has been done but something that will peak the interest of others and get your work read. So always keep in mind whether something is necessary for the reader.

Here is more on the journal plus the submission requirements (also at http://nowpublishers.com/journals/Foundations%20and%20Trends%C2%AE%20in%20International%20Business%20and%20Management/Preprint).

Editorial Aim: 

The growth in all aspects of research in the last decade has led to a multitude of new publications and an exponential increase in published research. Finding a way through the excellent existing literature and keeping up to date has become a major time-consuming problem. Electronic publishing has given researchers instant access to more articles than ever before. But which articles are the essential ones that should be read to understand and keep abreast with developments of any topic? To address this problem Foundations and Trends® in International Business and Management publishes high-quality survey and tutorial monographs of the field using modern techniques to enable both instant linking to the primary research in its electronic form and affordable paper copies, finally delivering on the promise to authors of multiple channel publishing from a single source.

Founding Editorial Board:

• Gabriel R.G. Benito (BI Norwegian School of Management, Norway) 
• Allan Bird (Northeastern University, USA) 
• Julian Birkinshaw (London Business School, UK) 
• Nakiye Boyacigiller (Sabanci University, Turkey) 
• Peter Buckley (University of Leeds, UK) 
• Saul Estrin (London School of Economics, UK) 
• Sarianna Lundan (University of Bremen, Germany) 
• Xavier Martin (Tilburg University, The Netherlands) 
• Ram Mudambi (Temple University, USA)

Author Instructions: 

If you intend to write, or are in the process of writing, a paper which fits within the format and scope of Foundations and Trends® in International Business and Management we will be pleased to hear from you. We screen ideas using a proposal process and suggest that you email the editor at Foundations.Trends.Intl.Bus@gmail.com with a short proposal. The proposal should contain: (a) Title, (b) Abstract, (c) A one page overview of the structure of the article, and (d) A short bio of the authors.

As Foundations and Trends® in International Business and Management is a new journal, we recommend that you look at some of the articles in the series in areas such as Marketing, Microeconomics, and Entrepreneurship to see the style of article/monograph published. The full draft paper will be subject to a reviewing process to ensure quality standards and balance.

We look forward to your submissions and ideas.

• Timothy M. Devinney (Founding Editor)

University Leadership Chair and Professor of International Business
Leeds University Business School

• Maurice Keyworth Building 

University of Leeds | Leeds | LS2 9JT | UK