Call for papers: Special Issue. International Journal of Emerging Markets

International Journal of Emerging Markets
Call for Papers for Special Issue on

New Wine in Old Bottles? The Role of Emerging Markets Multinationals in advancing IB Theory and Research.

Special Issue Editors:

• Bersant Hobdari (Copenhagen Business School)
• Lourdes Casanova (Cornell University)
• Peter Hertenstein (University of Cambridge)

In many respects, multinationals are a defining invention of Western economies. But like much else, they are no longer the preserve of the West. The emerging economies are producing business giants of their own at a staggering rate. While these businesses share the scale and ambition of their developed-world counterparts, their processes and patterns of growth are often dissimilar to those of their competitors in the developed world. They are success stories that are changing the narrative rules as they go along.

As emerging market countries gain in stature, their companies are taking center stage. Emerging market companies accounted for over 40 percent of world exports and around a quarter of outward foreign direct investment investments flows (UNCTAD, 2012; Contractor, 2013). These emerging market companies will continue to be critical competitors in their home markets while increasingly making outbound investments into other emerging and developed economies. Working to serve customers of limited means, the emerging market leaders often produce innovative designs that reduce manufacturing costs and sometimes disrupt entire industries.

The state of the literature is divided in between those who claim that emerging market multinationals are similar to their Western counterparts and those who claim that these multinationals are a new phenomenon requiring new theories and frameworks. Arguments in support of new theoretical models in which EMNEs can contribute to IB theory can be divided into two streams. Ramamurti (2009), on the one side of the argument stresses the role of country of origin and other contextual factors in shaping emerging market multinationals internationalization strategies. In this respect, there is a need for empirically grounded research to discover ownership-specific advantages of emerging market multinationals, which either help or hinder internationalization process (Ramamurti, 2012). On the other side of the debate, others, like Dunning, Kim, and Park (2008) and Williamson and Zeng (2009), give reasons to believe that emerging market multinationals do not behave differently because of their origin, but because of fundamental changes in the world economy. As a consequence, emerging market multinationals would act similar to young multinationals from developed countries. In between these opposing views, Cuervo-Cazurra (2012) argues that the behavior of emerging market multinationals can be explained by extending and modifying the existing models rather than building new ones.

Consequently, we are soliciting empirical and theoretical work addressing these complex relationships between various forms of contextual heterogeneities and emerging market multinationals. This special issue provides an opportunity to bring together the research of scholars from a diverse range of disciplinary traditions such as economics, sociology and political science. As such, the following list of potential research questions is merely illustrative of the broad range of studies that could fit in the special issue:

• · Are emerging market multinationals different from similar-aged developing market multinationals?
• · Does the change in global economic conditions call for a radical change in the behavior of multinationals?
• · What opportunities do fine sliced global value chains open for entry and upgrading of emerging market multinationals in the global economy?
• · Can emerging market multinationals help broaden the concept of ownership advantages beyond the traditional definition including technology and brand value?
• · Does availability of finance and existence of internal capital markets shape the response of emerging market multinationals to the financial crisis?
• · Do emerging market multinationals use CRS and sustainability initiatives as sources competitive advantage?
• · Are there contextual elements that make emerging market multinationals truly unique?
• · How does corporate governance affect internationalization strategies of emerging market multinationals?
• · What are the dynamics of the interrelationship between institutional change and corporate strategy?
• · Do emerging market multinationals possess institutional capabilities that can be transferred across borders?

Deadlines, Submission Guidelines and Co-Editor Information

Submissions to the Special Issue must be submitted through the IJoEM website. The deadline for submissions is October 1, 2015. For general submission guidelines, seehttp://www.emeraldinsight.com/products/journals/author_guidelines.htm?id=ijoem. No late submissions will be accepted. We have a marked preference for submissions which debate with, extend, and/or refute the indicative literature cited below. Please indicate that your submission is to be reviewed for the Special Issue on Emerging Economy Multinationals. For questions about the special issue, please contactBersant Hobdari, Guest Editor, at bh.int@cbs.dk.

Indicative Contemporary Literature

• Buckley, P. J. 2014. “Forty years of internationalisation theory and the multinational enterprise.” Multinational Business Review 22 (3): 227-245.
• Contractor, F. J. 2013. “Punching above their weight.” International Journal of Emerging Market 8(4): 304-328.
• Ramamurti, R. 2012. “What is really different about emerging market multinationals?” Global Strategy Journal 2: 41-47.
• Ramamurti, R. 2009. “What have we learned about emerging-market MNEs?” In Emerging Multinationals in Emerging Markets, Ramamurti R, Singh JV (eds). Cambridge University Press, Cambridge, U.K.: 399–426.
• UNCTAD. 2012. World Investment Report 2012: Towards a New Generation of Investment Policies. United Nations Conference on Trade and Development; Geneva, Switzerland.
• Cuervo-Cazurra A. and Genc M. 2008. “Transforming disadvantages into advantages: developing country MNEs in the least developed countries.” Journal of International Business Studies 39: 957–979.
• Aharoni, Y. 2014. "To understand EMNEs a dynamic IB contingency theory is called for." International Journal of Emerging Markets 9(3): 377 – 385.
• Cuervo-Cazurra A. 2012. “Extending theory by analyzing developing country multinational companies: Solving the Goldilocks debate.” Global Strategy Journal 2: 153-147.
• Cuervo-Cazurra A. and Ramamurti, R. (eds). 2014. Understanding multinaitonals from emerging markets. Cambridge University Press, Cambridge, U.K.
• Dunning J. H., Kim C., and Park D. 2008 , “Old wine in new bottles: a comparison of emerging-market TNCs today and developed-country TNCs thirty years ago”, in The Rise of Transnational Corporations from Emerging Markets: Threat or Opportunity?, Sauvant K. (ed), Edward Elgar: Northampton, MA.
• Williamson P and Zeng M. 2009, “Chinese multinationals: emerging through new global gateways”, in Emerging Multinationals in Emerging Markets, Ramamurti R. and Singh J. (eds), Cambridge University Press: Cambridge, U.K.

Call for papers. Special Issue

Call for papers for Special Issue of Journal of International Management

From Resources and Value Chains to Consumer Benefits and Innovation Ecosystems: Demand-Side Perspectives in International Business 

Guest editors:

• Ana Cristina O. Siqueira, Duquesne University
• 
  
• Ronaldo C. Parente, Florida International University
• 
  
• Richard Priem, Texas Christian University & LUISS Guido Carli University

Deadline: November 20, 2013

1. Purpose of Special Issue

Globalization, companies’ increasing emphasis on innovation, and the fast-paced introduction of new technologies have encouraged companies to search for technologies anywhere in the world (Doz, Santos, & Williamson, 2001), develop technologies in emerging economies (Immelt, Govindarajan, & Trimble, 2009), and manage innovation ecosystems internationally (Adner, 2012). Venturing beyond the sequential notion of value chains (Porter, 1985), some companies have developed collaborative arrangements involving economic transactions and institutional arrangements between suppliers, complementors, and users (Normann & Ramirez, 1993; Stabell & Fjeldstad, 1998). Such “innovation ecosystems” can be understood as networks of interconnected organizations that incorporate both production- and use-side participants who create value through innovation (Autio & Thomas, forthcoming). In an increasingly interconnected world, some firms are able to create more value than any single firm could alone by coordinating innovation ecosystems that cross industry boundaries and national borders.

Demand-side approaches to value creation represent a new, bourgeoning area in the fields of technology innovation, entrepreneurship, and strategic management (Priem, Li, & Carr, 2012). For instance, an earlier symposium at the 2009 meeting of the Academy of Management addressed the topic of “Demand-Side Approaches to Strategy and Innovation: Moving beyond a Resource-Only Focus” and showcased the work in this area by scholars from different countries. More recently, a symposium at the 2012 meeting of the Academy of Management discussed the topic of “Strategy in Ecosystems,” bringing together presenters who have made major contributions to this growing area, such as Ron Adner, Carliss Baldwin, Marco Iansiti, Michael Jacobides, Kathleen Eisenhardt, and Yves Doz.

Demand-side studies have begun investigating key questions such as: how consumer demand may influence innovation decisions (Fontana & Guerzoni, 2008; Sawhney, Verona & Prandelli, 2005; Tripsas, 2008), and how consumer-focused strategies influence value creation and appropriation (Adner & Snow, 2010; Gruber, MacMillan, & Thompson, 2008; Ye, Priem, & Alshwer, 2012). Among these approaches, the perspective of “consumer benefits experienced” (Priem, 2007) examines demand-side strategies that firms can employ to create value. Consumers are arbiters of value by endorsing or rejecting the value of innovations (Priem, 2007). 

International business researchers have started to examine: how multinational organizations access knowledge distributed across consumer groups and different countries in developing innovations (Wilson & Doz, 2011); how collaboration with upstream suppliers, complementors, and downstream consumers facilitates value creation through innovation in an interconnected world (Autio & Thomas, forthcoming); and the effect of innovation on internationalization (e.g., Zeng & Williamson, 2007). Nonetheless, demand-side approaches in international business remain in their infancy (Gulati, Puranam, & Tushman, 2012), and research from this new perspective is needed for a more complete understanding of how the interaction of organizations within innovation ecosystems influences internationalization. Such research can enrich the international business field.

2. Examples of research themes and questions for the Special Issue

Some illustrative (but not exclusive) demand-side research questions that would be appropriate for this special issue include:

• · How do multinational organizations develop demand-side advantages with ordinary resources?
• · What conditions facilitate the transfer of user-innovation knowledge in multinational organizations?
• · How do multinational organizations drive cross-border innovation ecosystems?
• · What conditions influence the internationalization of innovation ecosystems?
• · How does the internationalization of innovation ecosystems influence the development of new technologies?
• · How do global nonprofit organizations and social enterprises support innovation ecosystems with cross-border collaborations?
• · To what extent does collaboration within an innovation ecosystem enhance the internationalization prospects of emerging market multinationals?
• · How might demand-side approaches help extend the knowledge-based and resource-based views of multinational organizations?
• · To what extent could institutional theory help explain the management of innovation ecosystems across borders?
• · How might traditional international business theoretical frameworks such as the Uppsala internationalization model benefit from demand-based approaches?

3. Submission Instructions

The deadline for submission of manuscripts is November 20, 2013. 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.

Manuscripts should be electronically submitted to: http://ees.elsevier.com/intman. To ensure that all manuscripts are correctly identified for review in relation to the special issue it is important that authors select “Demand-Side Perspectives” when they reach the “Article Type” step in the submission process. All submissions will be subject to the regular double-blind peer review process at JIM.

Please direct any questions regarding the Special Issue to Ana Siqueira (siqueiraa@duq.edu) with a copy to Ronaldo Parente (rcparent@fiu.edu) and Richard Priem (r.priem@tcu.edu).

4. References

Adner, R., & Snow, D. 2010. Old technology responses to new technology threats: Demand heterogeneity and technology retreats. Industrial and Corporate Change, 19: 1655–1675.

Adner, R. 2012. The wide lens: A new strategy for innovation. New York, NY: Penguin Books

Adner, R., & Kapoor, R. 2010. Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic Management Journal, 31(3): 306−333.

Autio, E., & Thomas, L. D. W. Forthcoming. Innovation ecosystems: Implications for innovation management. In M. Dodgson, N. Philips, & D. M. Gann (Eds), The Oxford handbook of innovation management. Oxford, UK: Oxford University Press.

Doz, Y., Santos, J., & Williamson, P. 2001. From global to metanational: How companies win in the knowledge economy. Boston, MA: Harvard Business School Press.

Fontana, R., & Guerzoni, M. 2008. Incentives and uncertainty: An empirical analysis of the impact of demand on innovation. Cambridge Journal of Economics, 32: 927–946.

Gruber, M., MacMillan, I. & Thompson, J. 2008. Look before you leap: Market opportunity identification in emerging technology firms. Management Science, 54: 1652–1665.

Gulati, R., Puranam, P., & Tushman, M. 2012. Meta-organization design: Rethinking design in interorganizational and community contexts. Strategic Management Journal, 33: 571–586.

Immelt, J. R., Govindarajan, V., & Trimble, C. 2009. How GE is disrupting itself. Harvard Business Review, October: 56-65.

Normann, R., & Ramirez, R. 1993. From value chain to value constellation: Designing interactive strategy. Harvard Business Review, 71: 65-65.

Porter, M. E. 1985. Competitive advantage: Creating and sustaining superior performance. New York: Free Press.

Priem, R. L. 2007. A consumer perspective on value creation. Academy of Management Review, 32(1): 219−235.

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.

Sawhney, M., Verona, G., & Prandelli, E. 2005. Collaborating to create: The internet as a platform for customer engagement in product innovation. Journal of Interactive Marketing, 19(4): 4−17.

Stabell, C. B., & Fjeldstad, Ø. D. 1998. Configuring value for competitive advantage: On chains, shops, and networks. Strategic Management Journal, 19: 413−437.

Tripsas, M. 2008. Customer preference discontinuities: A trigger for radical technological change. Managerial and Decision Economics, 29: 79–97.

Wilson, K., & Doz, Y. L. 2011. Agile innovation: A footprint balancing distance and immersion. California Management Review, 53 (2): 6-26.

Ye, G., Priem, R. L., & Alshwer, A. 2012. Achieving demand-side synergy from strategic diversification: How combining mundane assets can leverage consumer utilities. Organization Science, 23(1): 207−224.

Zeng, M., & Williamson, P. J. 2007. Dragons at your door: How Chinese cost innovation is disrupting the rules of global competition. Boston, MA: Harvard Business School Press.