Call for papers. Special issue on AACSB

Organization Management Journal Special Issue

Call For Submissions

Association for the Advancement of Collegiate Schools of Business (AACSB) Accreditation Current Issues

This special issue of OMJ will focus on current issues in Association for the Advancement of Collegiate Schools of Business (AACSB) accreditation. The AACSB Accreditation Standards challenge post-secondary educators to pursue excellence and continuous improvement throughout their business programs. AACSB Accreditation is known, worldwide, as the longest standing, most recognized form of specialized/professional accreditation an educational institution and its business programs can earn.

This special issue represents an opportunity for affirmative dialog about the role of accreditation in management education in developing a new generation of leaders capable of managing the complex challenges faced by business schools and their stakeholders in the 21st century. This focus is especially salient given the ongoing debates about the influence and relevance of business education in delivering a quality education to prepare their students for productive jobs in business. We believe it is important for faculty and administrators to (1) understand the 2013 AACSB standards, the evolution of the standards, and their relationship to quality business education programs; (2) share knowledge about their curriculum, policies, practices, and experiences implemented to acquire or maintain AACSB accreditation; and (3) critically interrogate the opportunities and challenges associated with AACSB accreditation.

Integrating AACSB into the business and management curriculum and administration requires distributing emerging knowledge and best practices which in turn can promote collective inquiry into associated philosophical, conceptual, empirical and pragmatic issues. Key topics may include but are not limited to:

• · 2013 AACSB Standards
• · Assurance of Learning (AoL)
• · Enhancing and Measuring Impact - AACSB accreditation standards
• · The Future of Accreditation and Management Education

These key issues might be addressed at the following levels of analysis:

• • Course Level. What are course designs that successfully integrate AACSB standards? Which experiential exercises promote students’ learning with respect to the AACSB standards? What professional development activities support the ability to deliver AACSB standards to students?
• • Institution Level. What curriculum configurations support AACSB standards? What political and/or intellectual challenges did individuals face in advocating for AACSB standards’ adoption at their institutions and how were these overcome? Is there a distinction among AACSB standards that can or should be taught at the undergraduate, master’s, and continuing executive education levels?
• • Discipline Level. Are there teaching and learning and assessment strategies better suited for various content areas? How does AACSB accreditation provide options to integrate intellectual content within and across disciplines? How do changes in cultural or nation state environments influence AACSB accreditation? What current educational assumptions or practices does AACSB accreditation force educators to question and challenge?

Conceptual, empirical, and practice-focused papers are welcome. Authors are encouraged to contact the guest co-editors regarding paper development sessions at various 2015 and 2016 professional conferences. Individuals knowledgeable about AACSB standards and practices are encouraged to volunteer as reviewers to the issue by contacting any of the issue co-editors below.

The deadline for submissions is March 28, 2016. Information on submissions formatting and submission can be found at the journal homepage, www.tandfonline.com/uomj. Submissions should be original, not published in any other source, and no more than 35 pages long, including references, figures, tables, appendices, etc. Submit electronic submissions, Word or RTF files only through the journal homepage link at https://mc.manuscriptcentral.com/omj . Under submission type, select Special Issue: AACSB. Prospective authors as well as potential reviewers are encouraged to contact one of the guest co-editors.

Kathleen J. Barnes
University of New Haven
kathleenjbarnes@gmail.com

George Smith
University of South Carolina Beaufort
geosmith3@gmail.com

Sarah Vaughan
La Rochelle Business School (Groupe Sup de Co LaRochelle)
vaughans@esc-larochelle.fr

Call for conference papers: AIB-Lat 2016

Innovation Environments and Global Value Chains in Latin America

6th AIB-LAT Annual Conference - February 18-20, 2016 

São Paulo - Brazil

Innovation environments (clusters, technology parks and business incubators) can play an important role in integrating Latin American firms into global value chains (GVC) in a more qualified way. On the one hand, innovation environments have attracted R&D&I units of MNCs to Latin America and thus have fostered innovation in the region. There are successful cases in specific industries such as oil and gas, automotive, biomed, IT and others. On the other hand, there is growing interest in inserting Latin American firms in GVCs in order to increase international trade and capture value in the innovation steps in those GVCs. The Global Open Innovation approach can help in this regard. However, this context imposes several challenges and questions arise:

How to attract R&D&I units of MNCs to innovation environments in Latin America? How to insert Latin American firms into the innovation steps of GVCs? What are the dilemmas in the internationalization of innovation environments? How to manage Global Open Innovation? What is the role of government? How to identify which industries should be focused upon? How to stimulate the internationalization of technology based firms from Latin America?

To deal with these interesting issues, the Latin American Chapter of the Academy of International Business is pleased to announce that the conference "Innovation Environments and Global Value Chains in Latin America" will be held in São Paulo, Brazil at FEA – Faculdade de Economia, Administração e Contabilidade, USP - Universidade de São Paulo, on February 18-20, 2016. This AIB-LAT conference aims to promote the best and latest research findings and theoretical developments in the fields of Innovation Environments and Global Value Chains in Latin America.

We cordially invite you to share your experience in this research field by submitting empirical and conceptual papers explicitly or implicitly related to the theme of the conference. Papers more broadly based on international business and Latin America will also be accepted. Below is an illustrative list of topics that will be considered:

• Global value chains in Latin America
• Internationalization of innovation environments
• Global strategy and innovation
• Global open innovation
• Multinational and subsidiary management
• Internationalization in Latin America and entry modes o Knowledge management in the region
• International marketing
• International human resources management
• Corporate social responsibility and international business ethics 
• Inward and outward FDI
• Mergers and Acquisitions
• Offshoring and outsourcing in the region
• Corporate governance, international finance,  international standards
• Regional policies, IGOs, NGOs
• International social entrepreneurship
• Research methods in international business o Cross-cultural management
• Internationalization of family firms

Submission of papers:

Deadline for full paper submissions: 19th October 2015
Communication to the applicants: 26th October 2015.

O
Visit the AIB-LAT website in the next few weeks for more information: www.aib-lat.org

or submit your questions to: lat2016@aib.msu.edu


Conference Chair: Dr. Moacir de Miranda Oliveira Jr., University of São Paulo Chapter Chair: Dr. William Newburry, Florida International University

AIB-LAT is the Latin American Chapter of the Academy of International Business (AIB) and it is the leading association of scholars and specialists in the field of international business in Latin America. In its mission to advance the teaching and scientific research of all areas of international business, AIB-LAT is now accepting proposals related to the conference theme.

Call for papers. New advantage and liability sources in entrepreneurial firms:

Group & Organization Management 

Call for Papers for a Special Issue

NEW ADVANTAGE AND LIABILITY SOURCES IN ENTREPRENEURIAL FIRMS: ASSESSING PROGRESS AND EXPLORING POSSIBILITIES

Submission Period: June 30, 2015-August 31, 2015

Guest Editors:

Hans Landström, Lund University Franz Lohrke, Samford University

Background and Special Issue Purpose

2015 marks the 50th anniversary and 2016 the 30th anniversary, respectively, of Stinchcombe’s (1965) landmark work on liabilities of newness and Auster and Aldrich’s (1986) seminal work on liabilities of smallness. Do new ventures (NVs) still face the same daunting survival odds scholars first asserted a half century ago or are they innovative, flexible organizations that attract customers, suppliers, and investors? Are small and medium-sized enterprises (SMEs) unable to compete effectively with or can they respond to changing competitive environments better than their larger counterparts? Extant research provides ample evidence that both these contrasting views may be valid.

On the one hand, scholars have found a positive relationship between firm newness and failure, often referred to as ‘liabilities of newness.’ These findings support the long-standing hypothesis that factors related to newness, such as low organizational legitimacy with external stakeholders, may contribute to high NV financial distress and failure rates (DeVaughn & Leary, 2010). Similarly, scholars have noted that SMEs face size disadvantages (i.e., ‘liabilities of smallness’), including inabilities to capture economies of scale, develop a strong brand name, attract top managerial talent, or gain bargaining power with key stakeholders (Strotmann, 2007).

On the other hand, other theoretical and empirical studies have suggested that NVs and SMEs may actually enjoy important strategic advantages. For example, NVs may enjoy ‘assets of newness’ resulting from high strategic flexibility and attractiveness to early adopters (Choi & Shepherd, 2005). In addition, SMEs may be able to avoid organizational inertia and respond more quickly than large enterprises can to competitive threats in dynamic environments (Chen & Hambrick, 1995).

These latter perspectives may be enhanced by recent innovations and other trends that could boost NV and SME advantages and/or partially mitigate their disadvantages. For example, NVs and SMEs can now build a brand name and find critical human resources talent via social media, access essential software via cloud computing, prototype products with 3D printing, outsource production to overcome capacity constraints, run geographically dispersed operations with virtual teams, and raise capital for new business ideas through crowdfunding. In addition, national and local governments have often tried to support entrepreneurship by passing favorable legislation and establishing incubation facilities. These innovations and policies have lowered industry entry barriers as well as enhanced the ability of NVs and SMEs to compete on a more equal footing with their more established and larger counterparts.

Although research has provided insights into some innovations and trends affecting liabilities of newness and smallness, studies of other topics remain extremely limited. For example, although a large body of work exists examining the value of incubation facilities, only a handful of studies, to date, have examined advantages entrepreneurs can gain from employing social media, 3D printing, virtual teams, and crowdfunding to help overcome their firms’ respective liabilities.

Accordingly, this special issue seeks to examine if and how critical issues related to liabilities of newness and liabilities of smallness have changed, given recent technological innovations and other trends. We believe that a special issue devoted to these topics is especially timely, not only because this research can inform current management theory, policy, and practice but also because it has now been five and three decades, respectively, since the publication of Stinchcombe’s (1965) and Auster and Aldrich’s (1986) seminal works. These anniversaries provide an ideal time to reflect on findings, to date, and examine future research avenues.

Possible Research Questions

For this special issue, we are looking for submissions that provide important conceptual and empirical insights about liabilities of newness or smallness that would be of interest to a wide range of organizational scholars. Appropriate topics might include, but are not limited to, the following:

• Entrepreneurship and innovation: Do NVs and SMEs implement organizational changes required by the advent of new technologies more easily than their older and larger counterparts? How are NVs structurally “imprinted” by their founding during times when new technologies develop? Does adopting new technologies enhance NV or SME innovation? What role does absorptive capacity in these firms have on their ultimate success with innovations? 
• Strategic management: What specific strategies can firms use to overcome liabilities of newness and smallness? How and when can NVs exploit ‘assets of newness’ to develop competitive advantages? How will recent innovations affect the overall entrepreneurship process of opportunity identification, evaluation, and exploitation? 
• Public policy: How can government policies help mitigate liabilities of newness and smallness? What role do institutions such as business incubator and university technology transfer programs have in reducing these liabilities? How could lower entry barriers resulting from these technologies and trends impact industry structure and, in turn, NV and SME performance? 
• Technology and innovation: What impact will new technologies and trends have on NV and SME access to critical resources such as capital and human resources talent? Can these firms use technologies developed externally to build a sustainable competitive advantage? 
• Social entrepreneurship: Do key success factors for employing new technologies differ between public organizations and private firms? Do non-profits and socially missioned for-profit firms have any advantages or disadvantages relative to traditional for-profit firms in using new technologies like crowdfunding?
• International management and entrepreneurship: How will these innovations impact the process of creating and managing new international ventures? Can small companies employ innovations such as virtual teams to expand their operational scope internationally? 
• Behavioral issues: Are NVs and SMEs with higher entrepreneurial orientation more likely to adopt and successfully exploit new technologies? What linguistic cues and other actions can entrepreneurs use to enhance the probability of successful crowdfunding campaigns? 
• Ethical and legal issues: What ethical issues arise for entrepreneurs when employing technological advances such as 3D printing, social media, and crowdfunding? What impact will these technologies have on the value of patents and copyrights? 

Deadlines, Submission, and Review Process

Submissions should be prepared in accordance with Group & Organization Management guidelines. The submission window will be open between June 30 and August 31, 2015. For additional guidelines, please see ‘Manuscript Submission” at http://www.sagepub.com/journals/Journal200823/ manuscriptSubmission.

Further Information

For questions regarding the content of this special issue, please contact the guest editors:

• Hans Landström, Lund University, hans.landstrom@fek.lu.se  
• Franz Lohrke, Samford University, ftlohrke@samford.edu

References

• Auster, E. R. & Aldrich, H. (1986). Even dwarfs started small: Liabilities of age and size and their strategic implications. Research in Organizational Behavior, 8: 165-198. 
• Chen, M.-J. & Hambrick, D. C. (1995). Speed, stealth, and selective attack: How small firms differ from large firms in competitive behavior. Academy of Management Journal, 38: 453-482. 
• Choi, Y. R., & Shepherd, D. A. (2005). Stakeholder perceptions of age and other dimensions of newness. Journal of Management, 31, 573-596. 
• DeVaughn, M. L., & Leary, M. M. (2010). Antecedents of failure for newly chartered banks in the U.S. banking industry. Group & Organization Management, 35, 666-695. 
• Stinchcombe, A. (1965). Organizations and social structure. In J. G. March (ed.), Handbook of organizations, pp.142-193. Chicago: Rand McNally. 
• Strotmann, H. (2007). Entrepreneurial survival. Small Business Economics, 28, 84-101.

Call for papers. Special Issue: Entrepreneurship in the Informal Sector: institutional perspectives

Journal of Small Business & Entrepreneurship

Call for Papers

Special Issue: Entrepreneurship in the Informal Sector: institutional perspectives

• Guest Editors: Colin C. Williams, University of Sheffield, UK
• Marijana Baric, University of Buckingham, UK 

Background

The informal sector refers to activities that are lawful in nature but not declared to the public authorities and thus are fully or partially outside of formal government regulation, taxation, and observation. In recent years, there has been growing recognition that many entrepreneurs operate wholly or partially in the informal sector. This tendency of entrepreneurs to operate in the informal sector is applicable not only in developing countries but also in transition economies as well as western developed nations.
Indeed, it is recognized that although this is a sizeable realm in global perspective, such entrepreneurship is more prevalent in some global regions and nations. It is also widely recognized that this is a heterogeneous sphere and that its character varies across populations. In some populations, it may be largely necessity-driven entrepreneurs operating in the informal sector; in others, it may be opportunity-driven entrepreneurs.
Special Issue on entrepreneurship in the informal sector: institutional perspectives
This special issue seeks to explore entrepreneurship in the informal sector from a range of institutional perspectives. Economic relations and institutions are shaped within - and thus are an integral part of - the surrounding political, social and cultural context. As such, informal sector entrepreneurship has to be understood within the broader political, social and cultural context of the places in which it is found.

The aim of the special issue is to bring together studies of informal sector entrepreneurship drawn from a wide variety of contexts. Empirical as well as conceptual studies are welcome. Topics of interest might include but are not restricted to the following:

• The influence of formal and informal institutions on informal sector entrepreneurship
• The role of weak institutions and corruption
• Tax morale
• Public perceptions of informality
• Social entrepreneurship in the informal sector
• Vulnerable groups and entrepreneurship/bottom of the pyramid studies
• Necessity- versus opportunity-driven entrepreneurship
• Public policy perspectives on informal sector entrepreneurs
• Case studies of policy initiatives to tackle informal entrepreneurship
• Social capital and informal entrepreneurship
• Risk of detection and informality
• Comparative studies of informal entrepreneurship

Other topics not mentioned above are welcome so long as they conform to the broad theme of the special issue.

Submission instructions

The deadline for the submission of papers is 15th January 2016.

Papers must be submitted electronically at: http://www.edmgr.com/rsbe/
Papers for the Special Issue should be prepared and formatted according to the Journal’s Instructions for authors available at: http://www.tandfonline.com/action/authorSubmission…

Enquiries regarding this special issue can be addressed to: Marijana Baric (marijana.baric@buckingham.ac.uk) or Colin C. Williams (C.C.Williams@sheffield.ac.uk).

Call for chapters: Dead Firms: Causes and Effects of Cross-Border Corporate Insolvency

Call for Book Chapters

Dead Firms: Causes and Effects of Cross-Border Corporate Insolvency

Advanced Series in Management

Co-edited volume by:

• · Miguel Torres, Leeds University, UK
• · Virginia Cathro, University of Otago, New Zealand 
• · Maria Alejandra Gonzalez-Perez, Universidad EAFIT, Colombia

New deadline for chapter’s proposal (Up to 300 words): 8 October 2015

New possibility for mini-cases on:

· Internationalised versus failed to internationalise firms

· Company autopsy: Case studies that speak from the grave

New deadline for submission of full chapters: 15 December 2015

In general lines, insolvency is a state in which the debtor is proven unable to pay corporate debtors. We aim to explore the contemporary causes and effects of corporate cross-border insolvency (CCBI). This state occurs when the debtor’s assets or liabilities are located by virtue of being cross-border in more than one country, or if the debtor is subject to the jurisdiction of courts from two or more countries (UNCITRAL, 2014). In the realms of international business, CCBI could be mediated by events experienced during the internationalization of the firm, which may encompass a loss of capital, loss of revenue and loss of credit. Problems experienced that ‘drag on’ and are exacerbated by a tangled web of interconnected occurrences, like credit problems resulting from waiting for promised payments that never happen, accumulating unpaid bills and the accrual of situations that reduce the firm’s credit at home and abroad. The potential for small events to compound and morph in firms that control and manage production establishments located in two (or more) countries is greater than the same potential for those that keep a domestic profile (Teece, 1985; UNCITRAL, 2014). If unaddressed, these ‘business, as usual’ issues reach a point where a viable organisation is transformed into a dead firm. Although many businesses are too well aware of these potential problems, some (albeit perhaps in hindsight) fail to deal with these issues effectively. This is conceivably a result of the lack of applied literature on this topic. Academic literature points to a significant number of firms are unable to deal with these types of obstacles and as a result die prematurely (Boswell, 1972; Cressy, 2006; Mata & Portugal, 1994; Saridakis, Mole & Hay, 2013). These obstacles which might be called ‘contributing factors’ or ‘cause of death’ in a post mortem are in the context of business a lack of productivity (Frazer, 2005), financial constraints (Musso & Schiavo, 2008; Bridges & Guariglia, 2008), failure of effective institutions (Girma, Gorg & Strobl, 2007), absence of functioning markets or lack of competitiveness (Johnson, Price & Vugt, 2013), population density at the time of founding (Utterback & Suárez, 1993), lack of innovation (Fernandes & Paunov, 2014) and obsolesce (Ramseyer, 1981). These contributing or attributable factors that explain CCBI and ‘organisational death’, is the “raw material” of this edited volume that aims to achieve and answer to the bigger picture question of “Why do firms die?” This volume seeks to explore international and cross-disciplinary perspectives, if you like a forensic examination, autopsy or post mortem of ‘how and why’ companies die. This alternate perspective flips the focus on survival, as all existing firms are in truth survivors, to consider through the metaphors of death, (with forensic analysis, autopsy, post mortems and crime scene investigations) the lessons ‘dead firms’ might offer. Contributions to this volume could herald from a range of different literatures including, but possibly not limited to, management, international business, economics, and international law. Empirical analyses based on primary and secondary data from different countries that add value to comtemporary understanding of CCBI are encouraged. 

Theoretical contributions will also be considered, along with contributions considering the ‘cold-blooded murder’ of a cross-border company ensuing mergers and acquisitions.


Topics that may fit this volume’s editorial intentions include (but are not limited to) the following:

• • The Nature and Impact of “Death Firms” on International Business
• • Causes and effects of death of internationalized firms
• • State-of-the-Art in Death Firms
• • Internationalised versus failed to internationalise firms
• • Company autopsy: Case studies that speak from the grave

As a volume in the Advanced Series in Management, this scholarly book will contribute to researchers’ understanding of the development, antecedents, processes and consequences of corporate insolvency around the world. It may also be used as a reference in executive education programs or as a textbook in graduate (or advanced undergraduate programmes) in Business Schools.

Full chapters are expected to have between 10,000 and 12,000 words; and mini cases around 4,000 words ( (including references, figures, and tables). Only original work whose copyright is owned (or cleared) by the chapter authors, and not considered for publication elsewhere, can be considered for inclusion in the ASM series.
Scholars whose work is likely to fit this call for chapters are invited to contact the editors via email (miguel.torres@ua.pt; virginia.cathro@otago.ac.nz; mgonza40@eafit.edu.co) to discuss their ideas and in preliminary form assess whether their contribution would be included. Brief descriptions (300 words or less) of the main contents of their chapter, their methodology and about 200-word author(s)’ bio(s) highlighting their expertise in the area should be sent to all editors for initial consideration, before October 8, 2015.

Important deadlines

• Preliminary screening of ideas for chapters: 8 October 2015 (up to 300 words abstract) 
• Full chapters: 15 December 2015 (around 10,000 words)
• Acceptance notifications or requests for revisions: about four weeks after full chapter manuscript is received; 
• Submission of revised manuscripts: No later than 20 January 2016. 

Publication of volume: about four months after final, revised chapters have been received by the volume editors; expected in  mid-2016.

Books in the Advanced Series in Management may be obtained in both electronic and paper form and are included in Thomson Reuters Book Citation Index. The Book Citation Index is a product within the Thomson Web of Science. Web of Science includes citation databases such as the Social Sciences Citation Index (SSCI) and the Conference Proceedings Citation Index. The Book Citation Index (BKCI) means that scholars can now access citation data across all major publication formats. This title is indexed in Scopus. For more information on the Advanced Series in Management, please visit: http://emeraldgrouppublishing.com/products/books/series.htm?id=1877-6361

For information pertaining to Emerald’s style guide refer to http://www.emeraldgrouppublishing.com/products/ebookseries/author_guidelines.htm.

References:

• Agarwal, R. & Audretsch, D. B. (2001). Does Entry size Matter? The Impact of Life Cycle and Technology on Firm Survival, Journal of Industrial Economics, 49(1), 21-43. 
• Audretsch, D. B. (1991). New-Firm Survival and the Technological Regime. Review of Economics and Statistics, 73(3), 441-450. 
• Audretsch, D. B. (1995). Innovation, Growth and Survival. International Journal of Industrial Organization, 13(4), 441-457. 
• Audretsch, D. B. & Mahmood, T. (1995). New Firm Survival: New Results Using a Hazard Function. Review of Economics and Statistics, 77(1), 97-103. 
• Boswell, Jonathan (1972). The Rise and Decline of Small Firms. London, UK, George Allen & Unwin Limited. 
• Bridges, S. & Guariglia, A. (2008). Financial constraints, global engagement, and firm survival in the United Kingdom: evidence from micro data, Scottish Journal of Political Economy, 55(4), 444-464. 
• Cefis, E. & Marsili, O. (2006). Survivor: The Role of Innovation in Firms’ Survival. Research Policy, 35(5), 626-641. 
• Cressy, R. (2006). Why do most firms die young? Small Business Economics. 26(2), 103-106. 
• Fernandes, A. M. & Paunov, C. (2014). The risks of innovation: Are innovative firms less likely to die? The Review of Economics and Statistics (accepted for publication). 
• Frazer, G. (2005). Which firms die? A look at manufacturing firm exit in Ghana. Economic Development and Cultural Change, 53(3), 585-617. 
• Girma, S., Gorg, H. & Strobl, E. (2007). The Effects of Government Grants on Plant Survival: A Micro-Econometric Analysis, International Journal of Industrial Organization, 25(4), 701-720. 
• Johnson, D P., Price, M. E. & Van Vugt, M. (2013). Darwin’s invisible hand: Market competition, evolution and the firm. Journal of Economic Behaviour & Organization, 90(1), S128-S140. 
• Mata, José and Portugal, Pedro (1994). Life Duration of New Firms.Journal of Industrial Economics, 42(3), 227-245. 
• Musso, Patrick & Schiavo, Stefano (2008), The impact of financial constraints on firm survival and growth, Journal of Evolutionary Economics, 18(2), 135-149. 
• Ramseyer, J. Mark (1981), Letting obsolete firms die: Trade adjustment assistance in the United States and Japan. Harvard International Law Journal, 22(3), 595-619. 
• Saridakis, G., Mole, K. & Hay, G. (2013), Liquidity constraints in the first year of trading and firm performance. International Small Business Journal. 31(5), 520-535. 
• Teece, D. (1985), Multinational Enterprise, Internal Governance, and Industrial Organization. The American Economic Review. 75(2), 233-238. 
• UNCITRAL (2014), UNCITRAL Model Law on Cross-Border Insolvency with Guide to Enactment and Interpretation, Vienna, Austria, United Nations. 
• Utterback, J. M. & Suárez, F. F. (1993), Innovation, competition and industry. Research Policy, 22(1), 1-21.

Call for papers. Special Issue: Global Entrepreneurship: Past, Present & Future

Call for Proposals

Advances in International Management 2016

Global Entrepreneurship: Past, Present & Future

Editors

• Timothy Devinney (University of Leeds)
• Gideon Markman (Colorado State University)
• Torben Pedersen (Bocconi University)
• Laszlo Tihanyi (Texas A&M University)

The role that small- and medium-sized enterprises play in the economic development and growth of cities, regions and nations has been an increasing subject of debate and study for the last half century. Concomitant with the concern with the larger social and economic impact of these firms there has been interest in the factors that lead to their formation, growth, and decline. We know that startups face daunting economic factors that result in their high failure rates. These risks are exacerbated by the economic developments over the last half century that have created conditions where the economic pressures facing small and medium sized firms have become increasingly global. Hence, it is critical that such firms account for how they can compete at larger scale more quickly and do so in a geographically wider domain. In addition, the increasing global nature of competition means that entrepreneurs need to develop business models that can thrive not just in their local markets, but also adapt to a variety of cultures, social, and economic ecosystems that might be quite different. In short, while the complexity of building a global startup and expanding a small- and medium-sized enterprises (SMEs) globally are well appreciated, our understanding of these complexities remains quite limited.

The 2016 volume of the Advances in International Management—the most-downloaded annual scholarly publications in business and management—will focus on the opportunities and challenges that entrepreneurs and small- and medium-sized enterprises (SMEs) face in a world of global competitions. We have outlined four goals for this volume. First, we would like to provide an overview of successful strategies that global entrepreneurs and SMEs have employed that have allowed them to establish regional and international footprints. Second, we wish to examine how local resources, culture and managerial capabilities have contributed to startups’ global success (or the lack thereof). Third, we would like to study the interactions between SMEs and multinational enterprises (MNEs) both at the level of MNEs as incubators for entrepreneurial ventures and as competitors to those ventures. Fourth, we aim to publish a collection of chapters with original, even edgy ideas and theoretical advances that will provide the foundation for future doctoral dissertations and other research projects on international entrepreneurship.

We hope the volume will provide a forum for thought-provoking empirical research, theoretical ideas, discussions, and reviews owing to its format and our review process. We are open to theoretical papers and empirical submissions using different methodological approaches and diverse macro and micro perspectives.

Submission Information

• Authors should submit an electronic copy of their proposal (5 single-spaced pages) to the Editors of the volume (Adv.Intl.Mgt@gmail.com) by July 1, 2015. Our suggestion is to not submit your abstract before 1 June, as we will not be examining them in sequence.
• Workshop for abstracts accepted for consideration: 7-8 October 2015 (immediately following the SMS Conference). The workshop will be held in Denver.
• Submission deadline for full papers: November 15, 2015.
• Submission deadline for revised papers: February 10, 2016.
• Publication date of volume: July 1, 2016.

The Advances in International Management (AIM) is a research annual devoted to advancing the cross-border study of organizations and management practices from a global, regional, or comparative perspective, with emphasis on interdisciplinary inquiry. Information on past AIM volumes and contributors can be found at the following link:

http://www.emeraldinsight.com/books.htm?issn=1571-5027.

Timothy M. Devinney

University Leadership Chair and Professor of International Business
Leeds University Business School
Maurice Keyworth Building
University of Leeds | Leeds | LS2 9JT | UK

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 special issue paper: Contextualizing Research: Rigor and Relevance

Call for Journal of World Business Special Issue

Contextualizing Research: Rigor and Relevance

Guest Editors: Mary B. Teagarden, Mary Ann Von Glinow and Kamel Mellahi

Deadline: 1 November 2015

Contextualizing international business research to achieve research rigor and practical relevance is a challenge faced by all sub-disciplines within the IB domain. Contextualizing IB research focuses on the big question, 'How do we identify and integrate context into our IB research?' and a corollary, 'Why should we identify and integrate context into our IB research?' We seek submissions for this special issue that explore the implications of context for IB theory building, research design and methodology including methodological approaches to build more robust IB theories; articles that focus on the conceptualization and meaning of context; and limitations of contextualization. Additionally, submissions that demonstrate novel methodological approaches for integrating context into IB theory building are welcome.

When Peter Buckley (2002) questioned the distinctiveness of IB research, he responded to his own question and argued for more integration of culture, more use of comparative studies and of distinctive methods in IB research. Many argue contextual dimensions are what differentiate domestic research from international business and international management research (Buckley, 2002; Child, 2009; Oesterle & Wolf, 2011). Oesterle and Wolf (2011) raised the question, 'how international are our international journals?' And concluded that context was not adequately or at best modestly addressed in most of our research. We concur.

Despite the urging of thought leaders in IB for more contextualization, our approaches to contextualization appear limited, for example, focusing on categorical data or concepts like country or nationality (Von Glinow & Shenkar, 1994). They are static since our methods do not appear to be changing despite calls to do so (Buckley, 2002; Child, 2009; Teagarden, et al. 1995). Perhaps, most importantly, the scope of IB is expanding dramatically and our research contextualization appears inadequate, given the shift in business from the United States and Europe toward more 'exotic' emerging markets in Asia, Latin America and Africa with more pronounced differences in business and cultural environments. For our IB research to remain relevant we must more adequately contextualize our theory building.

Contextualization has been viewed through many lenses, and at multiple levels of analysis. While focusing on theory building, Whetten (2009) and Tsui (2004) differentiate context-specific and context-bound theory development, and Child (2009) discusses an 'outside in' versus 'inside out' perspective of contextualization. Von Glinow, Shapiro and Brett (2004) and Shapiro, Von Glinow and Xiao (2007) suggest a more complex perspective when they contrast 'single contextuality' with 'polycontextuality' or the multiple and qualitatively different contexts embedded within one another. Each of these studies acknowledges that context is important in IB theory building and each offer prescriptive recommendations for incorporating context.

Strategists and behaviorists assert that location, one form of context, has an impact on theory (Gelfend, Erez & Aycan, 2007; Ricart et al., 2004; Rugman & Verbeke, 2001; Rousseau & Fried, 2001). Khanna (2002) explores institutions and institutional voids in locations. Ghemawat (2001, 2003) examines country differences and offers the CAGE (Culture, Administrative, Geographic and Economic) framework to guide analysis. Ghemawat (2007) argues that despite globalization, there are significant locational differences that must be considered. Cheng (1994) suggests that context-embedded research ought to include '…a nation's social, cultural, legal, and economic variables as predictors and organizational attributes as dependent variables. Enright (2002) urges the use of multilevel analysis including supranational, macro, meso, micro and firm levels in the integration of location into competitive strategy. House and colleagues (2004) in their seminal GLOBE study discuss societies and their impact on leadership. Von Glinow and colleagues (2002 a, 2002 b) and Von Glinow & Teagarden (1988, 1990) identify locational influences on human resource management best practices. Shapiro and colleagues (2007) identify numerous contextual variables, including location, that address the multiple and qualitatively different contextual variables that influence understanding behavior in China. Regardless of sub-discipline, there is ample opportunity to contribute to the IB research contextualization dialog.

Given the magnitude of possible contexts, researchers are challenged to comprehend the contextual and polycontextual dynamics in a limited number of cultures or societies. Tsui (2004) argues for inside-out, context specific indigenous research, and this represents one possible solution to the context challenge. Teagarden and Schotter (2013) and Enright (2002) argue for the importance of multilevel analysis to contextualize research and provide a deeper understanding of phenomena. Teagarden and colleagues (1995) suggest that team-based comparative-management studies provide the collective understanding to contextualize and make sense of multiple contexts in a single research project. There have been numerous examples that demonstrate the effectiveness of this latter approach (House, et al., 2004; Von Glinow, Teagarden & Drost, 2002a, 2002b). This highlights the opportunity to question the research methods currently used to contextualize IB research.

The list of topics below is merely suggestive of the range of topics appropriate for the Special Issue, which ideally seeks inputs from scholars across a number of disciplines related to conducting research on organizational, institutional and environmental contexts. Through contributions to this special issue, we aspire to expand the boundaries of rigor and relevance in international business research.


Contributors are invited to submit manuscripts focus on topics and themes such as:

• · How important is context to conducting IB research?
• · What are the various methodological approaches used to measure context?
• · How does indigenous research help us uncover multiple contexts?
• · What is context-embedded research, and why is it important?
• · What role do institutions and institutional voids play in establishing context in IB research?
• · How does the use (or abuse) of context affect rigor or relevance in our theory development?
• · How does the use of context help us expand theory in IB?
• · What research methods are most appropriate to uncovering the different and multiple contexts that underlie most international settings?

Submission process:

By November 1, 2015, authors should submit their manuscripts online via the new Journal of World Business EES submission system. The link for submitting manuscript is: http://ees.elsevier.com/jwb.

To ensure that all manuscripts are correctly identified for consideration for this Special Issue, it is important that authors select ‘SI: Contextualizing Research’ when they reach the “Article Type” step in the submission process

Manuscripts should be prepared in accordance with the Journal of World Business Guide for Authors available at http://www.elsevier.com/journals/journal-of-world-business/1090-9516/guide-for-authors. All submitted manuscripts will be subject to the Journal of World Business’s blind review process.

We may organize a workshop designed to facilitate the development of papers. Authors of manuscripts that have progressed through the revision process will be invited to it. Presentation at the workshop is neither a requirement for nor a promise of final acceptance of the paper in the Special Issue.

Questions about the Special Issue may be directed to the guest editors:

• Mary B. Teagarden, Thunderbird School of Management, Arizona State University, USA (mary.teagarden@asu.edu)
• Mary Ann Von Glinow, Florida International University, USA (vonglino@fiu.edu)
• Kamel Mellahi, Warwick Business School, UK (Kamel.Mellahi@wbs.ac.uk)

References:

• Buckley, P.J. (2002) 'Is the international business research agenda running out of steam?', Journal of International Business Studies, 33(2): 365-373.
• Cheng, J.L.C. (1994) 'On the concept of universal knowledge in organization science: implications for cross-national research', Management Science, 40: 162-168.
• Child, J. (2009) 'Context, Comparison, and methodology in Chinese Management Research', Management and Organization Review, 5(1): 57-73.
• Enright, M.J. (2002) 'Globalization, regionalization, and the knowledge-based economy in Hong Kong. In J.H. Dunning (ed.) Regions, Globalization and the Knowledge-based Economy, Oxford University Press: Oxford, pp. 381-406.
• Gelfend, M.J., Erez, M.and Aycan, Z. (2007) 'Cross-cultural organizational behavior', Annual Review of Psychology, 58: 479-514.
• Ghemawat, P. (2001) 'Distance still matters', Harvard Business Review, 79(8), September: 137-147.
• Ghemawat, P. (2003) 'Semiglobalization and international business strategy', Journal of International Business Studies, 34(2): 138-152.
• Ghemawat, P. (2007) 'Why the world isn't flat', Foreign Policy, March-April: 54-60.
• House, R. J., Hanges, P.J., Javidan, M., Dorfman, P.W. and Gupta, V. (2004) Culture, Leadership and Organizations: The GLOBE Study of 62 Societies. Sage.
• Khanna, T. (2000) Local Institutions and Global Strategy, Harvard Business School: Boston, Harvard Business School Note No. 702-475.
• Oesterle, M.J. and Wolf, J.M. (2011) '50 years of MIR and IB/IM research; an inventory and some suggestions for the fields development',Management International Review, 51: 735-757.
• Ricart, J.E., Enright, M.J., Ghemawat, P., Hart, S.L., and Khanna, T. (2004) 'New frontiers in international strategy', Journal of International Business Studies, 35: 175-200.
• Rousseau, D.M. and Fried, Y. (2001) 'Location, location, location: contextualizing organizational research', Journal of Organizational Behavior, 22: 1-13.
• Rugman, A.M. and Verbeke, A. (2001) 'Subsidiary-specific advantages in multinational enterprises', Strategic Management Journal, 23(3): 237-250.
• Shapiro, D.L., Von Glinow, M.A. and Xiao Z. (2007) 'Toward polycontextually sensitive research methods', Management and Organization Review, 3(1): 129-152.
• Shenkar, O. and Von Glinow, M.A. (1994) 'Paradoxes of organizational theory and research: using the case of China to illustrate national contingency', Management Science, 40: 56-71.
• Teagarden, M.B. and Schotter, A. (2013) 'Favor prevalence in emerging markets: a multi-level analysis of social capital', Asia Pacific Journal of Management, 30(2): 447-460.
• Teagarden, M.B., M.A. Von Glinow, D. Bowen, C. Frayne, S. Nason, P. Huo, J. Milliman, M.C. Butler, M.E. Arias, N.H. Kim, H. Scullion and K.B. Lowe (1995). 'Toward building a theory of comparative management research methodology: An idiographic case study of the best international human resources management project', Academy of Management Journal, 38(5): 1261-1287.
• Tsui, A.S. (2004) 'Contributing to global management knowledge: a case for high quality indigenous research', Asia Pacific Journal of Management, 21: 491-513.
• Von Glinow, M.A. and Teagarden, M.B. (2009) 'The future of Chinese management research: rigor and relevance redux', Management and Organization Review, 5(1): 75-89.
• Von Glinow, M.A. and Teagarden M.B. (1990). 'Contextual determinants of human resource management effectiveness in international cooperative alliances: evidence from the People's Republic of China', International Human Resource Management Review, 1: 75-93.
• Von Glinow, M.A. and Teagarden M.B. (1988). 'The transfer of human resource management technology in Sino-U.S. cooperative ventures: problems and solutions', Human Resource Management, 27(2), Summer: 201-229.
• Von Glinow, M.A, Teagarden, M.B. and Drost E. (2002a). 'Converging on IHRM best practices: lessons learned from a globally-distributed consortium on theory and practice', Human Resource Management, Special Issue, 41(1): 123-140.
• Von Glinow, M.A, Teagarden, M.B. and Drost E. (2002b). 'Converging on IHRM best practices: lessons learned from a globally-distributed consortium on theory and practice', Asia Pacific Journal of Human Resource Management, Special Issue, 40 (1): 123-140.
• Whetten, D. (2009) 'An examination between context and theory applied to the study of organizations in China', Management and Organization Review, 5(1): 29-55.

Call for conference papers: 8th Annual Conference of the Academy of Innovation and Entrepreneurship

8th Annual Conference of the Academy of Innovation and Entrepreneurship

http://www.aieconference.org

Co-organized by

• National Entrepreneurship Research Centre, Tsinghua University, China
• Technology and Management Centre for Development, Oxford University, UK
• Canada-China Institute for Business and Development, Ryerson University, Canada

Co-Chairs

• Dr. Steven Murphy, Dean, Ted Rogers School of Management, Ryerson University
• Dr. Jian Gao, Senior Associate Dean, School of Economics and Management, Tsinghua University
• Dr. Xiaolan Fu, Director, Technology and Management Centre for Development, Oxford University

Call for Proposals:

Ryerson, Tsinghua and Oxford universities are pleased to announce that the 8th Annual Conference for the Academy of Innovation and Entrepreneurship (#AIE2015) will be held for the first time in beautiful Toronto, Canada from August 20-21, 2015. The AIE conference was first held in 2008 at Tsinghua University in Beijing, consistently ranked as one of China’s top institutions for higher learning and mentioned in Forbes as building China’s next generation of entrepreneurs. The conference has since taken place at the prestigious Oxford University in London, England. Oxford has promoted entrepreneurship and innovation through its Skoll Center for Social Entrepreneurship and the Technology and Management Centre for Development. A truly international conference, it has attracted more than 1,500 participants from more than 27 countries over the years. This time, conference participants will have the unique opportunity to experience Canada as an innovation nation. Toronto has a vibrant entrepreneurial sector, as exemplified by Ryerson’s Digital Media Zone (DMZ), one of the top ranked incubators in the world. Zones under the umbrella of the DMZ include the Center for Urban Energy, Fashion Zone, Design Fabrication Zone, Transmedia Zone, and Social Ventures Zone. Coming in the future are Aerospace , Biomed and Sports Zones and others. The DMZ has internationalized its model to India and will be duplicated in other emerging economies. The multitude of industries represented by the zones and programs at Ryerson University is reflective of the bustling and buzzing city of Toronto, a highly economically diversified city on Lake Ontario. While surrounded by natural beauty, including the Toronto Islands, wine country just south of the city, and the Canadian Shield to the north, Toronto is also diverse and glamorous for its variety of people and events. Known as “Hollywood of the North”, especially because it hosts one of the most prestigious film events in the world, the Toronto International Film Festival (TIFF), many movies are made here. Ryerson even has a Creative Industries program as reflective of our vibrant arts scene. There is no end to things to do in Toronto, even for those of us who live here! The AIE Conference provides a broad platform to convene scholars from around the world to present research and to stimulate discussions on critical research issues and new developments in Innovation and Entrepreneurship.

Conference Team:  Building An Inclusive Entrepreneurship Ecosystem

The conference has an overarching theme that emphasizes the important role of entrepreneurship in a sustainable innovation ecosystem and the impact of diversity on entrepreneurial development and social innovation. It covers the following topics of interest but is not limited to:

• The role of entrepreneurship in the economic diversification and development process
• New business creation process, incubators, and accelerators
• The role of entrepreneurship in innovation and revitalization of corporations
• Cross-sector partnerships for increasing innovation
• The role of government and public policy in innovation
• The role and effects of education and training on innovation
• University based new ventures and student engagement
• Sustainable entrepreneurship and innovation with a focus on solving environmental issues
• Technology-based venturing and management of technological innovations
• Venture capital, angel investing, and entrepreneurial finance 
• Creation and management of family business
• Diversity within innovation and entrepreneurship (e.g., women, immigrants, aboriginal peoples, visible minorities, persons with disability and seniors)
• Social innovation and entrepreneurship
• Technological innovation to bridge rural-urban divides
• International entrepreneurship and “born global” strategies
• Entrepreneurship in and design of innovations for low income or emerging markets 

Important Dates

• May 15, 2015 Proposal Deadline - Extended from April 15, 2015
• June 30, 2015 Final Submissions (including papers, photos and profiles)
• August 20-21, 2015 AIE Conference

Submission

Applicants are invited to submit proposals in two of the following ways:

1) Individual proposals that consist of:

• Title
• Theme(s) addressed
• Full contact information
• An abstract of your paper consisting of no more than 500 words (2 pages) 
• An updated CV

2) Panel sessions of 3-5 participants that consist of:

• Proposed title of the panel session
• Theme(s) addressed
• A 500 word (2 pages) overview of the main theme(s) discussed in the panel and how each paper interconnects 
• Full contact information of each participant
• Updated CVs for all participants 

Please submit your proposal in electronic format (in one Word or PDF document) to

https://easychair.org/conferences/?conf=aie2015 by April 15 (11:59pm EST). Proposals received after this time will not be considered. The conference encourages proposals from current and emerging scholars, those in public policy and industry partners. You will be notified electronically of your acceptance no later than May 15 2015

Presenters whose proposals are accepted for the conference will be invited to submit full papers of no more than 20-25 pages on the topic outlined in your abstract. The best paper selected by the conference committee will win the Best Paper Award co-sponsored by Emerald Publishing and will be considered for publication by the Journal of Entrepreneurship in Emerging Economies. For more information on the conference please visit http://www.aieconference.org, and for general help and administrative matters please contact AIE Support at aie@sem.tsinghua.edu.cn

General call for papers: Organizations and Markets in Emerging Economies (OMEE)

The Multidisciplinary Research Journal: Organizations and Markets in Emerging Economies (OMEE)

General Call for Papers

Journal website: www.om.ef.vu.lt

Organizations and Markets in Emerging Economies mission is to contribute to the development and dissemination of multidisciplinary knowledge on organizations and markets in emerging economies, to increase dialogue among scholars focused on more narrow research issues within the OMEE scope and, finally, to offer an outlet for high quality scholarship.

The journal takes a broad definition of emerging economies. As such, emerging economies include the transition economies of Central and Eastern Europe, Asian nations (China, India, Vietnam, and others) that are increasing their free-market systems, countries in Central and South America, and finally countries in Africa. Each of these regions faces unique challenges and we encourage research that highlights the uniqueness of the particular region or country, while whenever possible seeks to identify shared patterns of organizational and market behaviour across different emerging economy contexts and across emerging economy and developed economy contexts.

The submitted papers can take economic, sociological or psychological perspectives. The Journal is open for various types of articles:

• Review articles, which summarize and evaluate the current stock of knowledge on a specific issue;
• Conceptual/theory building articles, which develop propositions and outline directions for further research;
• Empirical papers, which study specific issues employing qualitative or quantitative methodologies.
• Other types 

Topics of special interest include, but are not limited to:

1. Organizational learning and change in emerging economies.
2. MNE’s in emerging economies.
3. Alliances, networks and clusters in emerging economies.
4. Corporate and functional strategies in emerging economies.
5. Market development and consumer behaviour in emerging economies.

We equally appreciate and encourage submissions by scholars from both emerging and developed economies. The strength of the journal is openness to contributions of scholars coming from diverse geographical contexts disciplinary backgrounds, theoretical traditions, and methodological approaches. This is reflected in the structure of our editorial board as well as in the way Journal assigns reviewers. Such philosophy and ensuing practice allows the double-blind peer review procedure to be rigorous, constructive, and stimulating, which helps advance research papers.

The submissions will be considered for upcoming issues of Organizations and Markets in Emerging Economies. For more information, please visit homepage of the Journal www.om.ef.vu.lt. Inquiries and papers should be sent by e-mail organizations.markets@ef.vu.lt.

Prof. Sigitas Urbonavicius,
Editor-in-Chief Organizations and Markets in Emerging Economies

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

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

Submission Deadline: May 15, 2015

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


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

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

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

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

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

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

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

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

Submission Guidelines:

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


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


Further information on the series can be found at:

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

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

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

Call for papers: International Journal of Entrepreneurship and Innovation (IJEI)

International Journal of Entrepreneurship and Innovation (IJEI) and Industry and Higher Education

Call for papers:

The International Journal of Entrepreneurship and Innovation (ISSN 1465-7503) is a refereed journal and is published in February, May, August and November. Online access to the electronic edition is provided as a free supplement to subscribers to the printed journal.

Key topics

• Strategic dimensions of growth
• The entrepreneur as manager of a growing company
• Financing company growth
• Internationalization and growth
• The acquisitions process of a growing company
• Teaching entrepreneurship
• Strategic alliances
• New forms of organization
• Women and entrepreneurship
• Entrepreneurial behaviour in large organizations
• Entrepreneurship in developing countries
• Making allies in business
• Ethics, the entrepreneur and the company 

Contents

Each issue of IJEI includes four to six double-blind peer-reviewed papers. Contents and abstracts of the latest issue are available on this Website.

In addition to the selected papers, regular features are:

A case study of around 2,000-3,000 words. Designed for use in the 'classroom', case studies will be supported by questions, provided either by the author or the editor. The case studies will be diverse in coverage and approach. They may, for example: (1) describe a process whereby an entrepreneurial activity has succeeded or failed; (2) outline the stages involved in establishing a new enterprise: innovation, start-up, maturation, growth and decline; or (3) analyse a particular facet of a new enterprise (eg a human resource issue or the financing of the enterprise).
The Internet Review. This section identifies and reviews Websites of interest for those interested in research on entrepreneurship, small firms and innovation in an international context.

Further information: http://www.ippublishing.com/ijei.htm

Call for papers. The Role of Capabilities in International Marketing

Journal of International Marketing

Special Issue

The Role of Capabilities in International Marketing

• Submission Deadline: November 23, 2015

The central, long-standing, question in the strategy, management, and marketing literatures is why some firms outperform others.  The dynamic capabilities framework is nowadays the dominant theoretical perspective for explaining how firms achieve a sustainable competitive advantage and, thereby, enjoy superior performance.  Dynamic capabilities typically refer to the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments.  Thus, the key question should be why and how it is that, over time, some firms become successful in managing their capabilities, while other firms do not.

This question becomes more difficult to answer for firms operating in the global market.  When businesses transcend national boundaries, firms need to create, renew, and orchestrate their resources in a more skillful manner to effectively manage differences in cultural, social, economic, political, technological, and allied factors between the local and foreign markets and timely address the increased levels of uncertainty inherent in international operations.  However, studies on the capabilities of firms operating in the global marketplace have lagged behind those in domestic market settings. While the nature, origins, evolution and consequences of capabilities have been much discussed in a domestic context, much less attention has been paid to which and how capabilities can help firms cope with the additional ramifications of international marketing.

The aim of the Special Issue is to advance understanding of the leading role that firm capabilities potentially play in international market operations. How can capabilities help firms move along the internationalization path, formulate and implement effective international marketing strategies, develop close and profitable relationships with foreign customers and business partners, overcome the liability of foreignness, and successfully operate in different institutional environments?  How important are they for firm survival and growth in global markets?  Manuscripts may be conceptual or empirical.  All manuscripts should have clear relevance to international marketing theory and practice.  

Possible topics include, but are not limited to:

• Determinants and outcomes of capabilities in international market operations
• Marketing capabilities and innovation in international market operations
• The interplay between various institutional environments and firm capabilities 
• Firm capabilities and the internationalization process of a firm
• Strategic orientations and firm capabilities in global markets
• Case studies of how firms create or acquire capabilities necessary to international business 
• Different forms, functions, and levels of firms capabilities in international operations
• The role of firm capabilities in managing dyads, triads, networks, new ventures, and strategic alliances in international operations
• Knowledge capabilities in international operations
• How firm capabilities emerge, develop, adapt and change over time 

Journal guidelines can be found here and manuscripts be submitted via the online system at http://mc.manuscriptcentral.com/ama_jim.

Questions should be directed to:

Constantine S. Katsikeas
Editor-in-Chief, Journal of International Marketing
Chair of the Marketing Division
Associate Dean
Arnold Ziff Research Chaired Professor in Marketing and International Management
Leeds University Business School
Maurice Keyworth Building
University of Leeds
Leeds LS2 9JT
U.K.
Phone: +44 (0) 113-343-2624
Email: csk@lubs.leeds.ac.uk

Call for conferences papers: 22nd Annual International Vincentian Business Ethics Conference (IVBEC)

22nd Annual International Vincentian Business Ethics Conference (IVBEC)

New York City

22nd October - 24th October 2015

IVBEC 2015 will take place at the New York Marriott Downtown, NYC

Sponsored by the Vincentian Universities in the United States - St. John’s University, DePaul University, and Niagara University, and co-sponsored by the UN Principles for Responsible Management Education (PRME)



UN Global Compact and UN PRME:

What We Practice and What We Teach in Business Ethics

In addition to the general theme for the keynote and plenary sessions, the conference is organized in broad topical areas based on proposed submissions.

We are looking for submissions from business professionals, academics and young scholars who have an interest in and commitment to the study and discussion of business and professional ethics.

The conference will begin on Thursday afternoon, October 22nd and run until Saturday afternoon, October 24th. Specific details on the conference venue and accommodations may be found on our website (www.ivbec.org ). The conference registration fee is $350.00.

Proposals

We require a one to three-page proposal (Word or PDF formats) for one of the following: an empirical, theoretical or pedagogical research paper; a practical case study; an emerging approach to teaching business ethics; or, a panel session of business and academic leaders discussing problems and challenges concerning ethics and ethical decision making in business. All submissions must indicate whether they are “Discussion” papers (abstract only) or “Full” papers. Full paper submissions must follow the proposal with a full paper by the date designated below and will be considered for a Best Paper Award. Final proposals will be selected through a blind referee process based on the quality of the submission and their relation to the theme of the conference.

Submission Process

All submissions should include a separate title page and must be submitted electronically in Microsoft Word or Adobe PDF format to IVBEC2015@gmail.com. When submitting please label the files as follows: "Last Name, First Name - Title Page", "Last Name, First Name - Abstract" or "Last Name, First Name - Full Paper."

Papers are submitted with the understanding that they are original, unpublished works that have not been submitted elsewhere and that at least [one of] the author[s] will attend the conference and present the paper.

Abstract Submissions: April 15th 2015

The paper abstract or proposals should consist of a title page and a short summary (1-3 pages) on the subject, including keywords. The title page should contain the name, institutional affiliation, postal address, telephone number, fax number, country code, and electronic mailing address of each author. All materials or references that allow the blind reviewer to identify the author(s) should be completely removed from the abstract and paper, and appear only on the title page. Authors should bear in mind that abstracts will be used to publicize the content of their article and should therefore emphasize the value of the article's contribution to conference participants. Authors should also attempt to make the abstract understandable to both academics and laypersons alike.

Paper abstracts/Proposals should be typed using font size 12 on 8.5 x 11'' paper with 1'' margins.
Each page should be numbered and line spacing should be single spaced.

Full Paper submissions: September 1st, 2015 

Papers should roughly conform to the standards set by the Journal of Business Ethics. The title page should contain the name, institutional affiliation, postal address, telephone number, fax number, country code, and electronic mailing address of each author. The second page should include the paper title, an abstract that is 100-250 words and keywords. All materials or references that allow the blind reviewer to identify the author(s) should be completely removed from the paper, and appear only on the title page.

Papers should be typed using font size 12 on 8.5 x 11'' paper with 1'' margins.
Each page should be numbered and line spacing should be double spaced.

Opportunities for publication

Following the conference, participants will be invited to submit finalized papers for publication in a special edition of the Journal of Business Ethics.

Location

New York Marriott Downtown
85 West Street at Albany Street
New York, NY 10006

* Conference participants are encouraged to reserve a room at the conference hotel. For more details please visit the conference website: http://www.ivbec.org/hotel--venue.html





If you have any further questions, please email:
Dr. Linda Sama (samal@stjohns.edu)
Dr. Mitch Casselman (casselmr@stjohns.edu)