Call for papers: Special Issue on Public‐Private Collaboration, Hybrid Organizational Design and Social Value

Journal of Management Studies

Call for Papers

A Special Issue on Public‐Private Collaboration, Hybrid Organizational Design and Social Value

Submission Deadline: May 31st, 2015

Guest Editors:

• Bertrand V. Quélin, HEC Paris (quelin@hec.fr)
• Ilze Kivleniece, Imperial College London (ilze.kivleniece@imperial.ac.uk)
• Sergio Lazzarini, Insper (sergiogl1@insper.edu.br)

BACKGROUND TO THE SPECIAL ISSUE

In today’s economic environment, novel, innovative forms of collaboration between public and private organizational actors take an increasingly prominent place. Across the world, the provision of public goods and services increasingly relies on public-private sector interaction and cross-sector partnerships, involving firms, governmental or political actors, and social constituents. Industries and sectors as diverse as healthcare, education, defence, utilities and public infrastructure witness growing private sector participation. Likewise, addressing many of the world’s most pressing social concerns, such as poverty and disease eradication, humanitarian aid provision, increasingly falls under the realm of multi-actor constellations involving corporations, as well as non-governmental (NGOs) and citizen organizations. In all these domains, various hybrid organizational arrangements become common-place and raise important questions related to their governance, design, performance implications and effectiveness.

Some of the most critical questions raised revolve around the organizational design and governance mechanisms underlying these novel forms of public-private interaction. Likewise and, critically, they also put into spotlight important trade-offs that may exist between the pursuit of social or public welfare and private interests. As cross-sector collaboration becomes increasingly wide-spread, the capacities for such partnerships to generate and deliver value to underlying stakeholders - public bodies, private and social actors, become of a paramount concern. 

How are public-private or cross-sector contexts different from traditional purely private or for-profit settings? How are various public-private or hybrid organizational forms designed? How do they create economic and social value? Are public and private economic and social interests reconcilable in these settings and how? How are social value or certain public vs. private economic returns generated within such contexts, and distributed among underlying stakeholders?

These are some of the fundamental questions that this Special Issue aims to address. It seeks to tackle the theoretical challenges involved in the analysis of collaboration efforts across public and private domains, and to stimulate innovative research, based on novel conceptual frameworks and analytical tools. It calls for a renewed interest in research that stretches beyond the private interest or for-profit domains, and sheds lights on novel inter-organizational forms as important mechanisms bringing together diverse organizational actors, able to generate, potentially, important economic and social value, and offer solutions to pressing public welfare concerns.



TYPES OF SCHOLARLY CONTRIBUTIONS SOUGHT IN THE SPECIAL ISSUE

The scholarly contributions for this Special Issue are sought from management and organization science scholars working on any of the research areas that address organizational interactions taking place between firms, public sector actors and non-governmental organizations. In terms of specific theoretical domains, the aim is to draw together and cross-fertilize on the burgeoning strands of literature that exist, albeit, quite separately, on public-private interaction in management studies, sociology and organizational economics.

It welcomes scholarly contributions that draw upon and integrate latest research on areas such as the role of institutional environment, studies on managerial and political strategies, contractual and firm boundary theories, public entrepreneurship, and emergent streams of literature on public-private organizational design, governance and social value.



The spectrum of potential themes covered in the Special Issue includes the emergence and performance of novel boundary spanning organizational arrangements and structures between public and private sectors, such as public private partnerships (PPPs), cross-sector collaborative arrangements and social ventures, and their implications in terms of private as well as, critically, social or public value. The Special Issue, thus, represents a genuine invitation to address more rigorously the nature of ties and organizational forms emerging from the interplay between NGOs, public agencies, governments, private firms and funding institutions. It also invites scholars to shed light on important mechanisms and dynamics able to influence policy conclusions, effective delivery of public or social services, and governance mechanisms.


A list of potential topics that are suitable for this Special Issue includes (but is not limited to) the following:

• - Public-private partnerships and contractual ties,
• - Social value, its creation and appropriation,
• - Governance of multi-layer and multi-actor relationships in public-private context,
• - Public-private interactions: organizational resources, public and private capabilities and learning,
• - Innovative organizational design,
• - Social and/or public entrepreneurship,
• - Social value and new organizational forms.

A (non-exhaustive) list of specific research questions to be addressed includes:

• - What are the determinants that explain the emergence and rise of novel organizational forms that fuse and cross the well-established public and private sector boundaries?
• - How does a changing social context and demands for increasing corporate social engagement affect organizational design and appearance of new, multi-layer, multi-actor relationships?
• - How are these new forms of organizations designed or structured?
• - How are underlying public and private resources mobilized?
• - What are the capabilities required to succeed in managing such new organizational forms? How can public and private actors mutually learn and develop such capabilities? 
• - How able are such novel inter-organizational forms to change the social landscape in many countries?
• - Are these novel organizational forms always value-creating?
• - Under which conditions do they deliver public benefits as opposed to additional costs or welfare losses to both private actors and society as a whole?
• - What kind of value sharing mechanisms are present or put in place in these new boundary-spanning organizations to respond to broader social needs, as opposed to merely private value creation imperatives?

Both theoretically (or conceptually) as well as empirically-grounded manuscripts will be considered for the Special Issue, provided that underlying research has a potential to deliver significant implications for strategy, organization research and practice.

In line with the objectives for all manuscripts published in JMS, authors are expected to demonstrate solid, topical theory development as well as important empirical contributions. The manuscripts sought-after should demonstrate rigour in the analysis and conceptual development, along with a novelty and innovativeness in the research. Moreover, in the view of the socially significant nature of the phenomena covered by this Special Issue, as well as the emergent nature of the theory surrounding them, the solicited manuscripts are expected to move beyond the conventional knowledge and identify new, original avenues for future research, broaden the range of methodological perspectives and theoretical underpinnings.

In terms of geographical scope, this Special Issue is particularly aimed at attracting papers from a wide range of geographical locations. While the debates on public-private partnerships are especially pertinent in the European context, this Special Issue aims to address public and private sector collaboration as a topical or emergent area also in the Americas, Africa, and Asia and Pacific region. Any contributions from these regions are, hence, particularly welcome.

SUBMISSION PROCESS AND DEADLINES

All papers will be reviewed following the JMS double-blind review process.

The deadline for submitting the papers is May 31st, 2015 by midnight or 24.00 (GMT zone). The papers should be submitted by email to the guest editors using the following address: publicprivatecollaborationJMS@gmail.com.

All papers should be prepared and formatted following the standard JMS Editorial guidelines (see:www.blackwellpublishing.com/pdf/JMS_Prep_of_Manuscripts.pdf).



The guest editors also welcome informal inquiries related to the Special Issue, the underlying topics and potential fit with Special Issue objectives.

Contact Emails:

For inquiries related to submission opportunities and other questions related to the Special Issue, please contact Bertrand V. Quélin (quelin@hec.fr), Ilze Kivleniece (ilze.kivleniece@imperial.ac.uk), or Sergio Lazzarini (sergiogl1@insper.edu.br).



Margaret Turner
Editorial Office Coordinator & SAMS Administrator
Journal of Management Studies
Durham University Business School
Mill Hill Lane
Durham
DH1 3LB
UK
www.journalofmanagementstudies.com
Tel: +44 (0)191 334 5395

Call for papers. Special Issue: Globalization of Capital Markets: Implications for firm strategies

Special Issue Call for Papers

Journal of International Management
Globalization of Capital Markets: Implications for firm strategies

Guest Editors:

• Igor Filatotchev, City University London and Vienna University of Economics and Business
• R. Greg Bell, University of Dallas
• Abdul A. Rasheed, University of Texas at Arlington

Submission Deadline: May 15, 2015

The increasing integration of global capital markets now makes it easier for firms to access capital outside of their home countries. Firms access international capital markets through a variety of means such as initial public offerings (IPO), seasoned equity offerings (SEO), cross-listings, depository receipts, special purpose acquisition companies (SPACS), shelf offerings, private equity and other informal equity capital channels. Firms can also access debt resources outside their market through bank loans, and foreign bond issues. Finally, cross border flows of venture capital (VC) continue to increase rapidly. The objective of this Special Issue will be to explore the challenges firms face in capital markets beyond their domestic boundaries, be it equity, debt, or VC markets.

While IB research continues to evaluate the challenges facing firms in foreign product markets, IB scholars have yet to adequately address the underlying reasons why firms face challenges in foreign equity markets. These include underpricing, higher underwriting and professional fees, higher listing fees, audit fees (Bronson, Ghosh, and Hogan, 2009), and greater risk of lawsuits (Bhattacharya, Galpin, and Haslem, 2007), and home bias on the part of investors (French and Poterba, 1991). Further, research suggests the existence of a “foreign firm discount” relative to host market firms (Frésard and Salva, 2010).

Venture capital and private equity have truly become global phenomena and take many forms such as cross-border investment, foreign acquisitions, VC firms opening offices overseas, and influencing their portfolio firms to enter and exit international stock exchanges. Foreign firms raise significantly more debt than equity in the U.S.. Indeed, the largest component of the international capital market is the bond market. 

Research on the motivation, the processes, the supporting mechanisms, and the range of outcomes that firms experience as a result of entering international capital markets is extremely limited so far. We believe such research can draw from a variety of theoretical perspectives and research traditions in international business. The choice of whether to access financial resources outside of the firm’s home market, how to select the appropriate foreign market, and the manner in which to raise resources are all relevant questions that parallel prior IB research market and entry mode choice. IB scholars consider LOF as the “fundamental assumption driving theories of the multinational enterprise” (Zaheer, 1995: 341). Yet, the conceptualization and research on LOF solely based upon product market may be inadequate today given the increasing integration of capital markets (Bell, Filatotchev and Rasheed, 2012).

In addition to the main theoretical perspectives in international business, the Special Issue welcomes scholars and perspectives from diverse disciplines such as finance, economics, and sociology.

Topics

The interaction between product market and capital market strategies
Prior research shows that the decision to list abroad has implications on the success of the firm’s products. What are the implications of capital market strategies for product market strategies and vice versa?

• Culture and capital markets 

There is a growing body of research that investigates how culture affects both economic exchange and outcomes by affecting expectations and preferences (Guiso, Sapienza, and Zingales, 2009). How does culture affect cross-border transactions in formal or informal capital markets?

• The role of distance 

Even in a world where technology has shrunk distance and time, spatial costs are non-trivial. Do spatial costs exist in financial markets? Moreover, do spatial costs impact capital market strategies, and the choice of foreign capital markets?

• The role of innovation 

Financial markets are continuously producing new vehicles through which firms can acquire capital resources. What are the antecedents of innovations in global capital markets? How do firms take advantage of these innovations?

• Institutional environments and their implications on capital market strategies 

New exchanges in Europe and Asia with vastly different listing and disclosure requirements thank New York and London. How has the competition among stock exchanges impacted the international capital raising strategies of firms?

• Liabilities of Foreignness 

What are the sources of Liabilities of Foreignness (LOF) that firms face in formal or informal capital markets and what are the strategies that enable firms to overcome them?

• Informal capital market strategies 

Private equity represents an innovation in the ability to provide capital to unquoted firms. What are challenges that private equity firms face in international markets? Likewise, what are the challenges that private equity portfolio firms face?

• Governance and capital market strategies 

To what extent does internationalization of capital markets lead to convergence of governance practices across countries??

• The role of trust 

Trust has been found to affect the international investment choices of private equity firms (Bruton, Ahlstrom, and Puky, 2009). How does trust impact the international capital market strategies of firms?

• Third parties and capital market strategies 

Capital markets are mediated markets in that sense that participants rely greatly on key third parties, such as investment banks, brokers, and investment analysts for information production. How do third parties impact the choice of foreign capital markets? What are the internationalization strategies that these third parties pursue?

• Processes 

What are the top management and board factors that impact capital market strategies? Both individual and team level factors hold considerable promise providing greater insights into the reasons why firms choose capital resources outside of their home market, and the manner in which these resources are accessed.

• Performance 

What accounts for success in foreign capital markets? How do strategies for firms seeking debt capital differ from those seeking equity? How do home and host country factors determine the outcome of these strategies?

While many of the firms that make their initial public offerings go on to succeed, what is often overlooked is the fact that more than half of these firms actually delist within the first few years (Doidge, Karolyi, and Stulz, 2010). What are the factors that account for the delisting of firms on foreign exchanges?

Submission Instructions

The deadline for manuscript submission is May 15, 2015. Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors: http://www.elsevier.com/journals/journal-of-international-management/1075-4253/guide-for-authors and submitted through the Journal’s submission website. A paper development workshop will be held at the 2015 Academy of Management conference in Vancouver. Final Drafts are due February 28, 2016.

Please direct any questions regarding the Special Issue to Igor Filatotchev (Igor.Filatotchev@city.ac.uk), Greg Bell (gbell@udallas.edu) and Abdul Rasheed (abdul@uta.edu).

References

• Bell, R. G., Filatotchev, I., Rasheed, A. 2012. The liability of foreignness in capital markets: Sources and remedies. Journal of International Business Studies, 43(2): 107-122.
• Bhattacharya, U., Galpin, N., Haslem, B. 2007. The home court advantage in international coporate litigation. Journal of Law and Economics, 50: 625-659.
• Bruton, G., Ahlstrom, D., Puky, T. 2009. Institutional differences and the development of entrepreneurial ventures: A comparison of the venture capital industries in Latin America and Asia. Journal of International Business Studies, 40: 762-778. 
• Doidge, C., Karolyi, A., Stulz, R., 2010. Why do foreign firms leave U.S. equity markets? Journal of Finance 65, 1507-1553.
• French, K., Poterba, J. 1991. Investor diversification and international equity markets. The American Economic Review, 81(2): 222-226
• Frésard, L., Salva, C. 2010. The foreign firm discount. Working Paper, HEC School of Management, HEC Paris. 
• Guiso, L., Sapienza, P., Zingales, L. 2009. Cultural biases in economic exchange? Quarterly Journal of Economics, 124(3): 1095–1131.
• Schmeisser, B. 2013. A systematic review of literature on offshoring of value chain activities. Journal of International Management, 19(4), 390-406.
• Zaheer, S. 1995. Overcoming the liability of foreignness. Academy of Management Journal, 38(2): 341-363.

Call for Papers: Special Issue of Business & Society. Insights from Institutional Theory

Call for Papers: Special Issue of Business & Society

Social Innovation: Insights from Institutional Theory

Guest editors:

• Silvia Dorado, University of Rhode Island
• Ignasi Marti, EMLYON Business School, OCE Research Center
• Jakomijn van Wijk, Maastricht School of Management 
• Charlene Zietsma, Schulich School of Business, York University

Submission deadline: September 1, 2015

Social innovation refers to the process of developing and implementing novel solutions to social problems, often involving re-negotiations of settled institutions among diverse actors with conflicting logics. As such, social innovation entails institutional change. Social innovations are urgently needed as we confront “wicked problems” (Rittel and Weber, 1973), such as climate change, poverty alleviation, income inequality and persistent societal conflicts. Such problems feature substantial interdependencies among multiple systems and actors, and have redistributive implications for entrenched interests (Rayner, 2006). 

Institutional research has played a significant role in the study of efforts to alleviate social problems (Battilana & Dorado, 2010; Dorado, 2013; Hallett, 2010; Lawrence, Hardy & Phillips, 2002; Maguire, Hardy & Lawrence, 2004; Zietsma & Lawrence, 2010), and is well positioned to contribute to an improved understanding of social innovation. Institutional theory starts at a macro-level, assessing the positions and interdependent actions of the multiple constituents of issue-focused fields (Wooten & Hoffman, 2008; Zietsma & Lawrence, 2010), and considering seriously the idea that rules, norms and beliefs are socially constituted, negotiated orders (Marti, Courpasson & Barbosa, 2013; Strauss, 1978), which can be renegotiated in socially innovative ways (e.g. Van Wijk, Stam, Elfring, Zietsma & den Hond, 2013). The study of institutional work emphasizes the creation, disruption and maintenance of the institutionalized social structures that govern behavior (Lawrence & Suddaby, 2006), and thus speaks to how entrenched practices and ideas get held in place, and how they may be replaced with more socially beneficial arrangements. Furthermore, the burgeoning institutional complexity perspective, with its focus on how actors respond to multiple, sometimes competing logics (Greenwood, Raynard, Kodeih, Micelotta & Lounsbury, 2011), applies well to the context of wicked societal problems. 

Taking an institutional perspective on social innovation suggests several topics and a range of interesting questions in line with our theme, listed in the full call for papers, available at:
http://www.iabs.net/Research/BusinessSociety/SpecialIssueCallSocialInnovation.aspx.
A paper development workshop is planned at EMLyon in France from March 27-29, 2016. 

Further information:

Dr. Charlene Zietsma
Associate Professor and Ann Brown Chair in Organization Studies
Director, Entrepreneurial Studies
Schulich School of Business, SSB N317
York University
4700 Keele Street
Toronto, ON, CANADA
M3J 1P3
(416) 736-2100, Ext. 77919.

Call for papers. Special Issue: Gender Issues in Entrepreneurship

International Journal of Business and Globalisation

Special Issue on: "Gender Issues in Entrepreneurship"

Guest Editor:

• Veland Ramadani, South-East European University, Macedonia

For many years the opinion has been that male activity predominates in entrepreneurship. However, over time, women are gradually becoming a very important part of the world of entrepreneurs. Today, women represent more than one third of all people involved in entrepreneurial activity. In recent years they have attracted increasing attention and separate study among researchers.

There are two main reasons why this “kind” of entrepreneur needs to be studied separately: a) female entrepreneurs have been recognised as an important untapped source of economic growth, considering that they create new jobs for themselves and others, and provide different solutions to management, organisation and business problems and obstacles as well as to the exploitation of business opportunities; b) female entrepreneurs have been largely neglected both in society in general and in the social sciences, in light of the fact that mainstream research, policies and programmes tend to be “men streamed”.

Even with all the obstacles faced when starting and managing their businesses, more and more women today are establishing their own businesses. Although there is a trend towards increase in female entrepreneurship, this increase could be even greater if we can eliminate various barriers of different natures, thus enabling the potential of women to come to full expression.

This special issue will focus on gender issues in entrepreneurship and/or small business perspectives. Both micro- and macro-level studies are invited, and both quantitative and qualitative approaches are welcome. We also encourage authors to come forward with emerging and groundbreaking topics to diversify and widen gender-based research.

Subject Coverage

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

• Government policy on gender and entrepreneurship
• Gender and motivational factors
• Gender and innovation activities
• Gender and risk management
• Gender and financing sources of entrepreneurial ventures
• Gender and business performance
• Gender and entrepreneurial intentions
• Gender and entrepreneurship education
• Gender and economic growth
• Gendered understanding of corporate entrepreneurship
• Gendered understanding of social entrepreneurship
• Gender, ethics and social responsibility
• Institutional support on gender and entrepreneurship
• Gender and entrepreneurship in developing and transition countries
• Inspiring stories

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 Submitting articles page.

Important Dates

• Submission of manuscripts: 31 March, 2015
• Notification to authors: 30 June, 2015
• Final versions due: 31 August, 2015

Call for papers. Special Issue on Supplier-Buyer Relationship Management in Marketing and Management Research: An Area for Interdisciplinary Integration

Journal of Business Research

Special Issue on “Supplier-Buyer Relationship Management in Marketing and Management Research: An Area for Interdisciplinary Integration”

Guest Editors:

• Prof. Chenting Su (City University of Hong Kong)
• Prof. Haibin Yang (City University of Hong Kong)

Motivation

Researchers in both Marketing and Management areas have approached the question of supplier-buyer management from different perspectives and methodologies. For example, marketing scholars have often referred to the two parties in the channel management as manufacturers and distributors (Anderson & Narus, 1990; Gu, Namwoon, Tse, & Wang, 2010; Yang, Su, & Fam, 2012), while management scholars have often examined the vertical relationship between suppliers and buyers (Mesquita, Anand, & Brush, 2008). Apart from the terminology difference, marketing researchers tend to focus more on the dyadic relationship management such as contractual and relational governance between manufacturers and distributors (e.g., Yang et al., 2012), while management researchers put more emphasis on the value creation and value appropriation process between suppliers and buyers as well as with related stakeholders (e.g., Chatain, 2011).

Although each stream of research has contributed significantly to our understanding of supplier-buyer management, they have largely run independently without much interaction. Accordingly, our knowledge in this area has been constrained by the disciplinary barriers between these two areas. For example, marketing researchers seldom pay attention to the management issues such as the tension between value creation and appropriation, while management researchers rarely touch upon the demand-side in supplier-buyer management (Priem, Li, & Carr, 2012).

Researchers can benefit tremendously by exchanging and integrating insights from these two different disciplines. For instance, one unifying perspective emerging in channel management investigates networks (Gu et al., 2010) or triadic relationships such as network governance (Wathne & Heide, 2004), triadic trust (distrust) (Vissa, 2012), etc. We believe these interdisciplinary findings would enlighten both areas and will be managerially important.

This call for paper will encourage submissions that cut across the two disciplines and have the potential to bring new perspectives, approaches, or findings that are difficult to achieve from either discipline. Researchers may explore the fundamental question of how marketing research may inform management studies in supplier-buyer management, or vice versa. Meanwhile we encourage new methods that move beyond the dominant practice of multiple regression analysis toward using algorithms in solving new problems in marketing and management such as fuzzy set qualitative comparative analysis, which helps deal with complex relationships in supplier-buyer relationship management (Woodside, 2013).

Topics

Topics could include but are not limited to the following:

·         How different governance mechanisms are generated, managed, and complemented or substituted among related parties in supplier-buyer management

·         How triadic trust or network trust is generated, managed and transferred among related parties in supplier-buyer management

·         What are different value creation and appropriation mechanisms developed in supplier-buyer management

·         How firms strategically balance the value creation and appropriation with related parties in supplier-buyer management

·         How customers may play a role in the relationship between suppliers and buyers

·         The new challenges of supplier-buyer management in different institutional contexts

·         The new governance mechanisms of supplier-buyer management in virtual marketplace

Submissions and Deadline

All manuscripts should apply the general author guidelines (http://www.elsevier.com/journals/journal-of-business-research/0148-2963/guide-for-authors#20100) for the Journal of Business Research (JBR). Manuscripts should not have been previously published or be under consideration by other journals. Please submit your manuscript electronically via the JBR electronic submission system by October 15, 2015. Any inquiries can be sent to the two special issue co-editors:

Prof. Chenting Su, mkctsu@cityu.edu.hk, City University of Hong Kong. 

Prof. Haibin Yang, haibin@cityu.edu.hk, City University of Hong Kong.

Biographies of the Guest Editors:

Dr. Chenting Su is Chair Professor of Marketing at the College of Business, the City University of Hong Kong. His research interests include institutional issues in marketing channels and Guanxi management in Chinese business circles. His research works have appeared in prestigious journals such as Journal of Marketing, Journal of Marketing Research, MIS Quarterly, Strategic Management Journal, Journal of International Business Studies, Journal of the Academy of Marketing Science, and among others. He serves as the Guest Editor for Journal of Business Research and Industrial Marketing Management as well as the Associate Editor of Asian Journal of Business Research. He sits in the editorial boards of Journal of Business Research and Customer Needs & Solutions, among others.  

Dr. Haibin Yang is Professor of Management/Marketing at the College of Business, the City University of Hong Kong. His research interests include strategic alliances, innovation, entrepreneurship, and transition economy. His research works have appeared in some top-tier management journals such as Academy of Management Journal, Strategic Management Journal, Management Science, Journal of Management, Research Policy, and among others. He serves as the editorial board member of Strategic Management Journal, Journal of World Business, and Long Range Planning.

References

Anderson, J. C., & Narus, J. A. 1990. A model of distributor firm and manufacturer firm working partnerships. Journal of Marketing, 54(1): 42-58.

Chatain, O. 2011. Value creation, competition, and performance in buyer-supplier relationships. Strategic Management Journal, 32(1): 76-102.

Gu, F. F., Namwoon, K., Tse, D. K., & Wang, D. T. 2010. Managing distributors' changing motivations over the course of a joint sales program. Journal of Marketing, 74(5): 32-47.

Mesquita, L. F., Anand, J., & Brush, T. H. 2008. Comparing the resource-based and relational views: knowledge transfer and spillover in vertical alliances. Strategic Management Journal, 29(9): 913-941.

Priem, R. L., Li, S., & Carr, J. C. 2012. Insights and new directions from demand-side approaches to technology innovation, entrepreneurship, and strategic management research. Journal of Management, 38(1): 346-374.

Vissa, B. 2012. Agency in Action: Entrepreneurs' Networking Style and Initiation of Economic Exchange. Organization Science, 23(2): 492-510.

Wathne, K. H., & Heide, J. B. 2004. Relationship governance in a supply chain network. Journal of Marketing, 68: 73-89.

Woodside, A. G. 2013. Moving beyond multiple regression analysis to algorithms: Calling for adoption of a paradigm shift from symmetric to asymmetric thinking in data analysis and crafting theory. Journal of Business Research, 66(4): 463-472.

Yang, Z., Su, C., & Fam, K. 2012. Dealing with institutional distances in international marketing channels: Governance strategies that engender legitimacy and efficiency. Journal of Marketing, 2012(76): 41-55.

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: The Journal of World Business Special Issue on Global Governance & International Nonmarket Strategies

Back to the Great Illusion? 

Global Governance and International Nonmarket Strategies  for the 21st Century

• Jonathan Doh

Villanova School of Business

Villanova University

jonathan.doh@villanova.edu

• Steven McGuire

School of Management & Business

Aberystwyth University

sbm@aber.ac.uk

• Toshiya Ozaki (corresponding contact)

College of Business, Rikkyo University

Tokyo, Japan 171-8501

Tel: +81-3-3985-4077

Email: ozakit@rikkyo.ac.jp

by September 1, 2013. Inquiries about the special issue may be made to any of the special issue co-editors listed above. All submissions should follow the JWB author and style requirements, which are available at: http://www.elsevier.com/wps/find/journaldescription.cws_home/620401/authorinstructions

Submissions will be double blind reviewed according to JWB procedures. Below is a rough timeline for consideration of papers and publication of the special issue. A workshop at which promising submissions will be presented and discussed is planned for January 27 and 28, 2014, at the London School of Economics. Professor Steve Kobrin of the Wharton School of Business will be the keynote presenter. Additional details will be provided once submissions are received and reviewed.

Submissions will be double blind reviewed according to JWB procedures. Below is a rough timeline for consideration of papers and publication of the special issue. A workshop at which promising submissions will be presented and discussed is planned for January 27 and 28, 2014, at the London School of Economics. Professor Steve Kobrin of the Wharton School of Business will be the keynote presenter. Additional details will be provided once submissions are received and reviewed.

• Fall 2013:                          First round decisions
• January 27 – 28, 2014:    Workshop, LSE, London, UK 
• March 1, 2014:                 Revisions due
• June 1, 2014:                   Second round decisions
• September 1, 2014:         Third round decisions/Final papers due and decision letter issued
• 2014/2015:                        Special issue published

Professor of International Business

College of Business, Rikkyo University

Tokyo, Japan 171-8501

Tel: +81-3-3985-4077

The Journal of World Business is soliciting papers to contribute to a special issue on the state of global governance and international nonmarket strategy in the 21st century. This special issue is focused on exploring the antecedents, processes and outcomes of the interaction between global governance systems and institutions and the international nonmarket strategies of multinational enterprises (MNEs).

BACKGROUND

The global political economy is increasingly integrated and interdependent. In his book, The Great Illusion (1910), Norman Angell advanced the view that because of the increasing global interdependencies that linked nation states together in the first part of the 20th century, countries would hesitate before engaging in conflicts because they would be self- destructive. The two World Wars proved Angell wrong, and revealed one critical condition that was missing in his account: stable and sustainable economic interdependence requires well designed and well founded institutions on which cross-border commercial activities may flourish. The business community, especially MNEs in the United States and Europe, played an important role in helping policy makers on both sides of the Atlantic to design and develop the postwar international economic system. It is significant to note that these firms assumed the role not simply because of their altruism or social responsibility, but because of their self-interest in sustained international growth, facilitated by the Bretton Woods inspired global governance system. Similarly, the more recent rise of emerging markets MNEs owes much of their international success to the international regulatory system that catalyzed market activity both within and between home country economies.

Global business environments, and especially institutional arrangements to govern and sustain global trade and commerce, increasingly show strains and fissures. As Kobrin (2009) has argued, we may be entering a new uncharted phase of opportunities and challenges characterized by new types of participants (governments, firms, nongovernmental organizations) who have more diverse and unaligned interests, purposes and preferences than in previous eras. This complex environment is also characterized by more difficult and vexing issues – climate change, cyber-terrorism, and financial dependencies and volatility, to name a few – that may undermine traditional forms of global governance and render cooperation more difficult. The advancement of information and communication technology (ICT), which lowers barriers and allows firms and individuals to equip themselves with information and intelligence, exacerbates these challenges, but also offers new opportunities for addressing them.

The international business field has long been concerned with the structure and nature of business-government relations in the global environment and the institutional architecture that governs firm-state relations. In the area of MNE-government interactions, the seminal work of Vernon (1971), Fagre and Wells (1982), and Kobrin (1987) explored the delicate interactions among states and firms as they navigated an increasingly integrated global economy. More recent literature has addressed how governments shape the varying institutional contexts – both national and supranational (Henisz, 2002) – that firms encounter, as well as how firms themselves are able to adapt and adjust – and influence – the emerging institutional environments (Boddewyn & Brewer, 1994; Kostova & Roth, 2002). With the proliferation of additional actors in global business-government interactions, international business scholars have incorporated international institutions (IMF, World Bank, WTO) as formal participants in the traditional business-government bargaining model (Prakash, 2002; Ramaurti, 2001). Most recently, the emerging presence of civil society and nongovernmental institutions as important players in these increasingly complex and multifaceted business-government-institutions-nongovernmental relationships has drawn the attention of IB scholars who seek to broaden and expand the scope of the global business system in which MNEs operate (Boddewyn & Doh, 2010; Kobrin, 1998b; Teegen, Doh & Vachani, 2004; Lucea, 2009).

Dramatic changes in global governance systems and processes and the dissolution of traditional global alliances are reshaping and reformulating the system of global governance that has dominated the post-war period (McGuire, 2012). For example, the decades-long global coalition of countries and firms in support of increasingly liberalized trade has apparently fractured, climate change negotiations have reached an impasse, and there is little consensus as to how best to manage and regulate the increasingly complex and interlinked global financial system. Given this reality, it is appropriate to revisit some of the assumptions and approaches that have prevailed in the treatment of global governance systems and the actors that shape and are shaped by it. Further, it is important and timely to explore the current state of governance for global business, the sustainability of its underlying institutions, and alternative governance arrangements that may be emerging from private and nongovernmental actors. In addition to these macro-level considerations, the special issue will focus on the nonmarket strategies (Baron, 1997) of firms responding to these changing conditions, and how MNES are themselves influencing the systems that are emerging. Finally, just as the governance system for global business may be undergoing a fundamental shift, studies of international business have come a long way in their efforts to integrate various disciplines and approaches in examining these governance systems and understanding consequent firm nonmarket strategies. We believe the time is ripe to look back and reflect on these achievements, but also to call attention to unanswered questions.

Kobrin (1977, 1978, 1987, 1998a, 1998b, 2004, and 2009) is one of the key contributors to our understanding of the interactions between politics, economics and international business. He has sought to account for the impact of political distance/difference between countries on international business and examined different levels and types of political risk and how risk contributes to differing firm strategies and structures (Kobrin, 1977, and 1978). More recently, Kobrin has turned his attention to changes in global governance and nonmarket activity, and has called attention to the potential fracturing of the global governance systems and the emergence of alternative actors and approaches (1998a, 1998b, 2004, and 2009). Building on this work, this issue will focus on the complex interactions of economic liberalization, the role and responsibilities of international institutions, and global firm strategy. In particular, we encourage papers that examine how the changing role of international institutions like the IMF, World Bank and WTO is influencing firms’ nonmarket strategies. We also encourage submissions that explore the emergence of substitute institutional arrangements such as private regulations, codes and other forms of “soft” regulation, and how these complementary forms of global governance are influencing how firms develop and advance their social and political strategies. In addition to submissions that explore how Western MNEs are responding to this new global governance architecture, we also encourage submissions that explore the evolution of emerging market firms as corporate actors at the international level, especially as they increasingly interact with foreign governments, global institutions, and private regulation.

POTENTIAL TOPICS

We seek conceptual, theoretical, empirical and review papers that address this broad topic. While the focus of the special issue is intentionally broad and integrative, below are potential topics and questions that could be relevant to the call, although they are certainly not exhaustive.

• ·        How has the nature, influence and effectiveness of global governance systems evolved in the post-World War Two period? What does this mean for the study of IB generally, and MNE nonmarket strategies in particular?
• ·        Does the changing and evolving nature of global governance mechanisms call for the development of a theory of transnational corporate political and/or social activity? If so, what theory or theories could inform this phenomenon?
• ·        What is the relationship between levels of governance (regional, multilateral) and nonmarket (political and social) strategy?
• ·        What is the impact on MNE nonmarket strategy of global private regulation and codes of conduct such as the UN Global Compact, Global Reporting Initiative, ISO 1400 and 2100? Are these new forms of regulations substitutes or complements to traditional international law and regulation?
• ·        How has the emergence of individual nongovernmental organizations (e.g. Greenpeace, WWF, Amnesty; Oxfam) and collectives of NGOs and associations of NGOs and firms influenced how firms direct their nonmarket strategies? Are firms refocusing their energies on these new actors and downplaying traditional global institutions?
• ·        How do the nonmarket (political and social) strategies of emerging market firms, especially those directed at supranational institutions, compare to those of firms from developed countries?
• ·        How can corporate interests be aligned across national boundaries, societies and cultures such as they continue to support global institutions (IMF, World Bank, WTO and so on) while also recognizing the changing nature of global governance?
• 
  

PROCESS AND TIMING

Papers that respond to this call should be forwarded to:jwbglobalgovernance@gmail.com

Key Dates

September 1, 2013:         Submissions due to co-editors at email address above

REFERENCES

Angell, N. (1910).The Great Illusion: A study of the relation of military power in nations to their economic and social advantage.  New York/London: Putnam.

Baron, D.P. (1997). Integrated strategy, trade policy, and global competition. California Management Review 39: 145-169.

Boddewyn J., & Doh, J. (2011). Global strategy and the collaboration of MNEs, NGOs, and governments for the provisioning of collective goods in emerging markets. Global Strategy Journal, 1: 345-361

Boddewyn, J.J., & Brewer, T.L. (1994). International Business Political Behavior: New Theoretical Directions. Academy of Management Review, 19: 119-143

Fagre, N., & Wells, L.T. (1982). Bargaining power of multinationals and host governments. Journal of International Business Studies, 13: 9-23

Henisz, W.J. (2000). The institutional environment for multinational investment. Journal of Law Economics & Organization, 16: 334-364

Kobrin, S. J. (1978). When does political instability result in increased investment risk?The Columbia Journal of World Business, 14: 113-122

Kobrin, S.J. (1979). Political risk : A review and reconsideration. Journal  of International Business Studies, 10: 67-80. 

Kobrin, S.J. (1987). Testing the bargaining hypothesis in the manufacturing sector in developing countries. International Organization 41: 609-638.

Kobrin, S.J. (1998a). Back to the future: Neomedievalism and the postmodern digital world economy.  Journal of International Affairs, 51: 361–86.

Kobrin, S J. (1998b).  The MAI and the clash of globalizations. Foreign Policy, Fall, 97-109.

Kobrin, S.J. (2004). Safe harbours are hard to find: the Trans-Atlantic data privacy dispute, territorial jurisdiction and global governance.  Review of International Studies, 30: 111-131.

Kobrin, S J.  (2009). Private political authority and public responsibility: transnational politics, transnational firms and human rights, Business Ethics Quarterly, 19: 349-374.

Kostova, T., & Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal 45: 215-233

Lucea, R. (2010). How we see them versus how they see themselves: A cognitive perspective of firm-NGO relationships. Business & Society, 49: 116-139

McGuire, S (2012). What Happened to the Influence of Business? Corporations and organized labour in the WTO. In Narlikar, A, Staunton, M. & Stern, R. (eds) The Oxford Handbook on the World Trade Organization, (pp. 320-339), Oxford, UK: Oxford University Press.

Prakash, A. (2002). Beyond Seattle: globalization, the nonmarket environment and corporate strategy. Review of International Political Economy, 9: 513-537

Ramamurti, R. (2001). The obsolescing “bargaining model”? MNC-host developing country relations revisited, Journal of International Business Studies, 32: 23-39.

Teegen, H., Doh, J.P., & Vachani, S. (2004). The importance of nongovernmental organizations (NGOs) in global governance and value creation: an international business research agenda. Journal of International Business Studies, 35: 463-483

Vernon R. (1971). Sovereignty at Bay:The multinational spread of U.S. enterprises. New York: Basic Books.

Toshiya Ozaki, PhD