Special Issue Editors:

Jiatao Li (The Hong Kong University of Science and Technology, mnjtli@ust.hk)

Gongming Qian (The Chinese University of Hong Kong, qian@baf.cuhk.edu.hk)

Kevin Zhou (The University of Hong Kong, kevinz@ hku.hk)

Jane Lu (CEIBS, janelu@ceibs.edu)

 

Submission deadline:  September 1, 2019

First author notification:  October 1, 2019

Special issue workshop:  December 18-19, 2019

Tentative publication date:      2020

Introduction

In recent years, the world economy has witnessed repeated trials of strength between globalization and de-globalization (e.g., Cuervo-Cazurra, Mudambi & Pedersen, 2017; Prashantham, Eranova & Couper, 2018). On the one hand, the Trump administration launched the United States on a protectionist course by stating that “Protection will lead to great prosperity and strength.” On the other hand, China leader Xi Jinping called for globalization; he declared: “Pursuing protectionism is like locking oneself in a dark room. While wind and rain may be kept outside, that dark room will also block light and air” (World Economic Forum, 2017). Ironically, China has long been known as a protectionist and isolationist economy even after it joined WTO in early 2000s while the US as a free and open one following its victory in the Second World War. It seems the US and China, the two largest economies in the world, changed their position on global economic order. Actually, China launched its new national policy on economic globalization known as the “Belt and Road Initiative” (BRI) in 2013, which is different from the “go out” policy adopted in China by the end of 1990s. Although this initiative has a short history, it has provided fertile soil for observing how it facilitates and promotes the new wave of globalization (Li, Liu & Qian, 2019).

Trials of Strength between Globalization and De-globalization

Globalization can be both a description and a prescription (Chehade, 2016). As a description, “globalization” refers to the widening and deepening of the international flows of technology, capital, trade and information within a single integrated global market. As a prescription, “globalization” entails the liberalization of national and international markets in the belief that the free flow of goods, capital and information will lead to economic growth and increased human welfare. Trump has argued for protectionism and asserted that decades of free-trade policies were responsible for the collapse of the American manufacturing industry by, for example, bringing cheap consumer goods into the country, costing domestic jobs and depressing wages (Allen, 2016). Similarly, support for Brexit came in large part from those worried about their jobs and the entry of immigrants. To roll back economic globalization, Trump signed an executive order to withdraw from Trans-Pacific Partnership (TPP), a U.S.-led free trade pact. He also signed an executive order to renegotiate, or even scrap, the North American Free Trade Agreement (NAFTA). Other global trade deals are also now very much in doubt, notably the agreement being negotiated between the US and Europe, known as the Transatlantic Trade and Investment Partnership (TTIP) (Allen, 2016). Further, the Trump administration threatened to slap taxes on U.S. companies (MNEs) investing overseas, raise tariffs to discourage companies from offshoring production and jobs, and introduce border taxes that penalize imports relative to exports, or both (Smith, 2017).

With a parallel development, the Trump administration’s withdrawal from the TPP gives China the opportunity to strengthen its position in the region (Smith, 2017). Beijing has been positively pushing its own regional free-trade pacts which include both the Free Trade Area of the Asia Pacific (FTAAP) and the Regional Comprehensive Economic Partnership (RCEP), which some observers see as competitors to the TPP. At the same time, China has been advocating its development strategy and framework known as “BRI” which focuses on connectivity and cooperation among countries primarily between itself and the rest of Eurasia (Li, Liu & Qian, 2019). The BRI has already attracted over 100 countries and international organizations to join, and enjoyed wider support from Beijing-led Asian Infrastructure Investment Bank (AIIB).

These changes derived in this new international business environment will affect many parameters of strategy, institution, new venture creation, and supporting business activities such as resource allocation and investment selection. The new environment challenges how businesses are organized and governed. Academic research, however, has yet to explain how firms can navigate the new international business environment. MNEs and entrepreneurs alike must account for these developments in terms of their plans and strategies in the coming years.

The APJM Special Issue seeks to provide an assessment of new challenges under rapidly changing international environments, and firm’s strategic responses toward the coexistence of globalization (e.g., BRI) and de-globalization (e.g., protectionism). We want to generate new insights on the change in the new business landscape and what new theory and evidence are needed to better elucidate this new environment. New theoretical perspectives, empirical evidences, and novel case studies can help identify the driving and inhibiting forces behind strategic responses in the new business landscape, and how firms and industries can adapt to and benefit from this dynamic environment.

We welcome both theoretical and empirical contributions, and papers that address the FDI and international strategy issues relating to the new global business landscape. We offer a few questions below to provide a sense of what the SI seeks to address. These questions are illustrative at best and not intended to set boundaries in terms of the key themes of interest.

Sample Topics

  1. How do national strategies, for example, the Belt and Road Initiative of China, help their firms open up new avenues and adapt to rapidly changing international environments?
  2. How could Asian firms utilize institutional or government-specific factors (at the country level) to deal with the coexistence of globalization and de-globalization challenges?
  3. What strategic options are available for Asian firms to maintain sustainable development within the highly dynamic institutional environment?
  4. In a new environment of world-wide protectionism, both domestic firms and MNEs will be confronted with fierce industrial competition and/or even “industrial wars”. How could firms address such challenges? 
  5. How could developed economy MNEs manage their operations in Asia? How would such strategic moves or decisions (e.g., harvesting and divestment) affect their competitive advantage in the host countries? What strategies can help them sustain the scale and scope in Asia?
  6. How could Asian MNEs deal with the institutional pressure from the Trump administration? Should they move directly into the U.S. market to create new demand and increase sales? For firms that already operate there, should they continue their investment (reinvestment) even though it may not produce profits?
  7. How could Asian firms use M&A and/or strategic alliances to collaborate with Chinese counterparts in jointly developing their business operations along the “Belt and Road” routes?

______________________________________________________________________________

Submission Process and Deadlines

* All manuscripts will be reviewed as a cohort for this special issue. Manuscripts must be submitted by September 1, 2019.

* For informal inquires related to the Special Issue, proposed topics and potential fit with the Special Issue objectives, please contact the guest editors.

* For those authors who have submitted the papers to the normal manuscript issues, one option is to remove your prior submission and then submit the paper again selecting the Special Issue on the author system. If you do not want to do so, please send a message to the editor office to indicate your intention for this SI.

APJM Special Issue Workshop

All authors who are invited to revise and resubmit their manuscripts are expected to present their papers at an APJM Special Issue workshop to be held at Xiamen University, China, in December 18-19, 2019. The special issue editors and APJM editorial board members will provide developmental feedback to paper presentations during the workshop to enhance the quality and contribution of papers in order to maximize the impact of the SI. But presentation at the workshop does not guarantee acceptance of a paper for publication in APJM and attending the workshop is not a precondition for acceptance into the Special Issue.

References

Allen, K. 2016. Trump’s economic policies: protectionism, low taxes and coal mines https://www.theguardian.com/.../trumps-economic-policies-protectionism-low-taxes-and-coal-mines

Chehade, G. (2016). Could Trump be the end of economic globalization? Asian Times, (November 18, 2016). www.atimes.com/trump-end-economic-globalization/

Cuervo-Cazurra, A., Mudambi, R., & Pedersen, T. 2017. Globalization: Rising skepticism. Global Strategy Journal, 7: 155-158.

Li, J., Liu, B., & Qian, G. 2019. The belt and road initiative, cultural friction and ethnicity: Their effects on the export performance of SMEs in China. Journal of World Business, DOI: https://doi.org/10.1016/j.jwb.2019.04.004.

Prashantham, S., Eranova, M., & Couper, C. 2018. Globalization, entrepreneurship and paradox thinking. Asia Pacific Journal of Management, 35(1): 1-9.

Smith, D. 2017. Trump withdraws from Trans-Pacific partnership amid flurry of orders. The Guardian.

World Economic Forum. (2017). President Xi’s speech to Davos in full. Global Agenda, China, Economy. Retrieved from https://www.weforum.org/agenda/2017/01/full-text-of-xi-jinping-keynote-at-the-world-economic-forum.

Special Issue Editors:

Jiatao Li

Prof. Li is the Lee Quo Wei Professor of Business, and Chair Professor of Management, Hong Kong University of Science and Technology. He is an elected Fellow of the Academy of International Business (AIB). Prof. Li is a leading expert on global business strategy. His current research interests are in the area of organizational learning, strategic alliances, corporate governance, innovation, and entrepreneurship, with a focus on issues related to global firms and those from emerging economies. His work has appeared in leading academic journals such as Academy of Management Journal, Academy of Management Review, Organization Science, Strategic Management Journal, Journal of Management, and Journal of International Business Studies. He has served as an Associate Editor of the Strategic Management Journal from 2009 to 2016. He currently serves as Editor of the Journal of International Business Studies for 2016-2022, responsible for research related to strategy and policy in emerging economies. He is also on the editorial boards of the Academy of Management Journal, Strategic Management Journal, Global Strategy Journal, Journal of Management, and Long Range Planning. He served as Program Chair of the 2018 Academy of International Business annual conference in the US. 

Gongming Qian

(The Chinese University of Hong Kong, qian@baf.cuhk.edu.hk)

Prof. Qian is full professor and department chair, Southern University of Science and Technology, and former Chair of the Department of Management at The Chinese University of Hong Kong. He received his Ph.D. in International Business/Management from Lancaster University, England. His research interests include the financial economics of multinational enterprises and foreign direct investment, international strategy, and entrepreneurship. He has published widely in peer reviewed academic journals including Entrepreneurship Theory and Practice, Journal of Business Venturing, Journal of International Business Studies, and Strategic Management Journal. He has co-edited and is co-editing a Journal of International Business Studies special issue, a Journal of Management Studies special issue, an Entrepreneurship Theory and Practice special issue, and a Journal of International Business Policy special issue published and to be published in 2018, 2019, 2020 and 2021, respectively. He serves on the editorial board of Journal of International Business Studies.

Kevin Zhou

(The University of Hong Kong, kevinz@hku.hk)

Prof. Kevin Zhou is Chang-Jiang Scholar Chair Professor, Chair Professor of Strategy/International Business at Faculty of Business and Economics, University of Hong Kong. Prof. Zhou’s research interests include capabilities and innovation, trust and relational ties, and strategic issues in emerging economies. Prof. Zhou has published numerous papers in prestigious journals such as Administrative Science Quarterly, Academy of Management Journal, Strategic Management Journal, Journal of Marketing, Journal of International Business Studies, Organization Science, and among others. His work is highly influential and well cited: He has been the World’s Top 1% cited scholars based on ISI's Essential Science Indicators (ESI) since 2011 and has been the World’s Highly Cited Scientific Researchers since 2016.

Jane Lu

(China Europe International Business School, janelu@ceibs.edu)

Prof. Jane Lu is Parkland Chair Professor of Strategy at China Europe International Business School, while on leave from her role as James Riady Chair in Asian Business and Economics in the Department of Management and Marketing, the University of Melbourne. She is currently the Editor-in-Chief of Asia Pacific Journal of Management. Jane’s research centers on international strategy such as internationalization, entry mode choice and alliance partner selection. Her recent research continues this line of research but with a focus on emerging market firms and their internationalization. Jane Lu has published in leading academic journals such as Administrative Science Quarterly, Academy of Management Journal, Strategic Management Journal, Journal of International Business Studies, Journal of Management and Journal of Business Venturing, among other journals.

CALL FOR PAPERS

Papers should broadly address the theme of the conference and issues related to changing business practices. Kindly send a full paper so that it can be published in an ISBN book beside the conference. The abstract should be about 250 words in the following format: Introduction, Objective, methodology, Results, Contribution, and Keywords. Once your abstract is accepted after review, you are requested to pay the registration fees by filling out the registration form. Acceptance of the abstract implies that at least one of the authors will attend the conference and present the paper. Failure to do so will lead to the removal of the abstract.

Kindly submit papers for the subjects mentioned below:

  1. Marketing
  2. International Business
  3. Finance
  4. HR
  5. Operation
  6. General Management
  7. IT and business practices
  8. Business statistics/Decision science
  9. Environment, social and governance (ESG), ethics and Governance

Important Dates

Last date of submission of Abstract/paper: 10th December 2023

Notification of acceptance of Paper:22nd December 2023

Last date for registration:30th December 2023

All papers can be sent to: rks_pmc@yahoo.com OR rks.pmc@gmail.com OR rk.srivastava@ nldalmia.edu.in

Please visit https://www.nldalmia.in/ for more information.

Chinese culture has profoundly influenced the way a firm does business in contemporary China. With China’s growing economic power and international status, multinational corporations have been increasing their presence in China. Yet, it is truly challenging for practitioners and researchers to fully grasp the unique aspects and diversity of regional business cultures throughout China. Moreover, rapid globalization and development of information technology have enabled increasing numbers of Chinese companies to go international. Understanding foreign business cultural environments is an essential element in ensuring their successful entry into a foreign market.

The main purpose of the 2011 China Business Culture Research Conference, which will be held from 21 Oct. to 24 Oct. 2011 in Jinan, Shangdong, China, is to promote the development of business culture research and practice. The conference will provide a high-level academic exchange platform for scholars in business culture to facilitate their communication and discussion of the latest research output.

Organizer:
Shandong University
The Journal of China Business Culture Research
Jinan Management Science Institution

Sponsors:
MAG Scholar
Asian Journal of Business Research

Conference topics:
The conference will include, but not be limited to, discussion of the following research topics:

  • The Domain of Chinese business culture;
  • International and Chinese business culture development and progress;
  • International business cultural diversity;
  • Comparisons between Chinese business culture and other business cultures;
  • Confucian entrepreneurial culture;
  • Business group culture;
  • Entrepreneurial culture;
  • Regional business culture;
  • Commodity culture;
  • Brand culture;
  • Business etiquette;
  • Guanxi in business;
  • Advertising culture;
  • Corporate culture;
  • Consumer culture;
  • Currency culture;
  • Bazaar culture;
  • Business luck culture;
  • Tourism and culture;
  • Corporate culture;
  • China business culture innovation;
  • Business culture and Chinese management style;
  • Business culture and economic development;
  • Business culture and social development.

Authors are encouraged to submit their full papers via internet to the conference email address: sywh2011@163.com.

A paper review committee, formed by distinguished scholars, will review the submitted papers, and the results will be announced before 15 September 2011.

The conference accepts normative, empirical and practical papers. Selected papers will be published in academic journals such as China Business Culture Research, Journal of China Business Culture Research, and Asian Journal of Business Research.

Conference schedule:
21 Oct. Registration
22 Oct., 2011, Morning, – Conference opening ceremony and keynote speech
22 Oct., 2011, Afternoon – Panel discussion
23 Oct 2011, Panel discussion
24 Oc. 2011, Tour to Qufu, Mount Tai or Ancient Capital Qi (cultures of Qi and Lu)

Important days:
22 Aug 2011 – Deadline of call for papers
22 Sep 2011 – Notification of paper acceptance
22-23 Oct 2011 – China Business Culture Research Conference

Conference Organization:
Organizing Committee:
Chairmen:         Professor Xingyuan Wang (Shandong University)
Professor Zhilin Yang (City University of Hong Kong)
Committee members:
Professor Guoqun Fu (Peking University)
Professor Jiang Wei (Zhejiang University)
Professor Congdong Li (Jinan University)
Professor Dongjin Li (Nankai University)
Professor Jing Huang (Wuhan University)
Professor Xudong Gao (Tsinghua University)
Professor Yuhuang Zheng (Tsinghua University)
Professor Mingli Zhang (Beihang University)
Professor Zhaohua Wang (Beijing Institute of Technology)
Professor Yunqi Zhang (Central University of Finance and Economics)
Professor Ya Sheng (Zhejiang Gongshang University)
Professor Youjin Liu (Xiangtan University)
Professor Yonggui Wang (University of International Business and Economics)
Professor Tao Wang (Wuhan University)
Professor Haizhong Wang (Sun Yat-Sen University)
Professor Fasheng Zhao (Confucianism Research Centre, Chinese Academy of Social Sciences)
Professor Zhiying Liu (University of Science and Technology of China)
Professor Jinlan Liu (Tianjin University)
Professor Hongwei Liu (Shandong University)
Professor Zhijun Chen (Shandong University)
Professor Zuohao Hu (Tsinghua University)
Professor Yongqiang Li (Southwest University of Finance & Economics)
Professor Zhou Meihua (China University of Mining & Technology)
Professor Lu Yudong (Dalian University of Technology)
Professor Chenting Su (City University of Hong Kong)
Professor Alan Cai (Carletin University, Canada)
Professor Kim-Shyan Fam (Victoria University of Wellington, New Zealand)
Professor Michael R. Hyman (New Mexico State University. USA)
Professor Thomas Madden (South Carolina University. USA)
Professor Chenglu Wang (New Heaven University, USA)
Professor Florian Wangenheim (Technical University of Munich, Germany)

Committee Secretariat:
sywh2011@163.com
 

2013 INFORMS/Organization Science Dissertation Proposal Competition Call for Submissions

Submission Deadline: July 1, 2013

We invite you to submit your dissertation proposal to the INFORMS/Organization Science Dissertation Proposal Competition. Now in its 21st year, this competition is one of the most prestigious available to doctoral students studying organizations. Eight finalists will be chosen, based on reviews by experienced referees. Finalists will present their dissertation proposals in a workshop on Saturday, October 5, 2013 at the fall INFORMS Conference held in Minneapolis, MN. During the workshop finalists will receive detailed feedback from a panel of respected organizational scholars who act as final judges for the competition. The all-day workshop also provides a wonderful opportunity to interact with a small group of future colleagues.

At the workshop, the judges will select a winner and a runner up. In order for their dissertation proposals to be considered for this competition, students must meet the following eligibility criteria:

1. Students must have defended their dissertation proposal between August 1, 2012, and August 1, 2013, but not yet defended their dissertation.

2. The expected completion date for students’ dissertations should be on or before July 1, 2014.

3. No part of the dissertation or dissertation proposal may be accepted for publication, provisionally or otherwise, at an academic journal prior to submission for this competition.

We encourage all eligible doctoral students who are studying topics related to organization science to submit summaries of their dissertation proposals. Dissertation proposals addressing issues related to any aspect of organization theory, organizational behavior, strategy, business ethics, or entrepreneurship are welcome.

Submissions should meet the following formatting criteria:

1. Proposal summaries must be no longer than 15 double-spaced pages in 12-point Times font with 1-inch margins. Up to 7 additional pages containing references and exhibits may be included.

2. Because this is a dissertation proposal competition, empirical results should not appear in the dissertation proposal summary or appendices.

Dissertation proposals will be judged based on soundness of theory, methodological rigor, and contribution to the field of organization science. In keeping with the mission of the INFORMS College on Organization Science, boldness and innovation of the dissertation will be important criteria in the judging process. The competition is being coordinated this year by Emily Block of the University of Notre Dame’s Mendoza College of Business.

We are fortunate to again be using Organization Science's ScholarOne Manuscripts submission system to manage dissertation proposal submissions and reviews. The web address for submissions is http://mc.manuscriptcentral.com/orgsci. If you do not already have an account you will have to create one. This is a quick and easy process. Applications must be received by July 1, 2013. Dissertation proposal summaries that do not meet the formatting criteria will be returned to students without review. In addition to the proposal summary, each application must include a nomination letter from the applicant’s adviser certifying that the student is likely to complete the dissertation by July 1, 2014 and the date when the student advanced to candidacy – there is no need for a detailed recommendation letter. Please follow Organization Science's instructions for submitting your proposal.

A couple of important things to note:

  • In step 1, select the manuscript type "Proposal."
  • In step 2, Attributes, please select a few key words to aid in assigning reviewers.
  • In step 4, Reviewers and Editors, do not recommend any reviewers. However, you should indicate Emily Block as your preferred SENIOR EDITOR.
  • In step 5, Details and Comments, paste your cover letter into the window and use the browse attachment function to attach your COVER PAGE as well as YOUR ADVISER'S NOMINATION LETTER.
  • In step 6, Upload Files, upload a copy of your proposal WITHOUT ITS COVER PAGE OR OTHER IDENTIFYING INFORMATION. The first page should include only your dissertation title and abstract.

Please direct any inquiries to: Emily Block, eblock1@nd.edu

The 2019 International Conference of Marketing and International Business (ICMIB) And Special Issue Workshop of Management International Review (SSCI)

 The Chongqing Technology and Business University (CTBU) is delighted to host the 2019 International Conference of Marketing and International Business. This conference includes the Management International Review (MIR) Special Issue Paper Development Workshop. MIR is a prestigious SSCI journal, ranked on ABS 3* list. The conference organizers and Management International Review Special Issue guest editors welcome studies that include data from both frontier/emerging and developed economies. The conference will be held on August 20-21, 2019 in Chongqing, China. The conference registration will open starting Monday evening on August 19, 2019.

Keynote speakers

 Ajai S. Gaur, Rutgers Business School (USA)

Joachim Wolf, The Christian-Albrechts-University of Kiel (Germany)

Timothy M. Devinney, Leeds University Business School (UK)

Alfredo Jiménez, Kedge Business School (France)

Jeoung Yul Lee, Hongik Univ. (South Korea) / Leeds Univ. Business School (UK)

 

Conference Theme: “Marketing, networking and learning of domestic and multinational corporations”

 Topics include (but are not limited to):

  • International Business Strategy and Organization
  • Economic Geography
  • Global Value Chains
  • International Business, Innovation and Knowledge Flows
  • SMEs and International Entrepreneurship
  • Internationalization from and to Emerging Markets/Transition Economies
  • Finance and Corporate Governance
  • Political Risk and International Business-Government relationships
  • International Business, CSR and Sustainable Development
  • International Human Resource Management and Cross-cultural Issues
  • Research Methods
  • International Marketing
  • Marketing Research, Methods, and Analysis
  • Consumer Research with Experimental, Quantitative and Mixed Methods
  • Digital and Social Media Marketing
  • Ethics and Socially Responsible Marketing
  • Marketing Strategy
  • Selling and Sales Management in Business and Consumer Markets
  • Managing Customer Experience and Value
  • Consumer Well-Being
  • Advertising, Promotions, and Integrated Approaches
  • Society and Culture in Marketing
  • New Frontiers in Retail and Brand Management       

Guest Editors:

Timothy M. Devinney (University of Leeds, UK), T.Devinney@leeds.ac.uk

Jeoung Yul Lee (Hongik U., South Korea / Leeds U. Business School, UK), jeoungyul@hongik.ac.kr

Alfredo Jimenez (KEDGE Business School, France), alfredo.jimenez@kedgebs.com

Submission

 The deadline for submission of abstracts, extended abstract, or papers is July 19, 2019. Please submit your work via email: MIR2019Conference@qq.com . An abstract should be more than 150-200 words, and an extended abstract should be more than 1,000 words at least. The submission document should be MS Word or pdf format. Font should be Times New Roman, and font size should be 12 with single spaced. There is no fee for submission.

As a part of this international conference, Management International Review (MIR) Special Issue Paper Development Workshop will be held in the same venue of the conference on August 20, 2019. The title of the Special Issue is “INTERNATIONAL NETWORKING AND SUCCESS- VS. FAILURE-BASED LEARNING OF SMES.”

Founded in 1960, MIR published its 59th volume in 2019. As of 2017, MIR's 2017 Impact Factor was 2.279, and 5-year Impact Factor (2017) was 2.752. MIR is also ranked on the ABS 3* list.

Please visit the Management International Review website at https://www.springer.com/business+%26+management/journal/11575 to learn more about the journal.  

During the conference, guest editors for the MIR Special Issue and the MIR editorial board members will provide constructive feedback to abstracts or paper presentations to improve the quality of their abstracts or papers to enlarge the effect of the learning how to improve their research.

Expected acceptance notification date for the Special Issue Conference: July 29, 2019

Conference Information

Conference organization sponsoring institution:

Chongqing Technology and Business University

Conference registration fee: 1,000 RMB or 150 USD

Organization committee:

 Ajai S. Gaur (Editor-in-Chief, Journal of World Business)

Joachim Wolf (Co-Editor-in-Chief, Management International Review)

Timothy M. Devinney (Consulting Editor, Journal of International Business Studies)

Jeoung Yul Lee (Associate Editor, Asian Business & Management)

Alfredo Jiménez

Qun Bai

Qingjun Zeng

Yu Shen

Jiafu Su

Lin Cui

Tingyong Zhong

Charles Chen

Conference Venue

Hua Shang Hotel

No.33 Xuefu Ave.

Nan'an District

Chongqing,PRC

Contact Email

For further information regarding the Special Issue Workshop, please contact the Handling Guest Editor Dr. Jeoung Yul Lee (jeoungyul@hongik.ac.kr). For any other information, you may contact the organization committee chair or Dr. Jiafu Su (jiafu.su@hotmail.com).

Information about Keynote Speakers

 Prof. Ajai S. Gaur is an Associate Professor of Strategic Management and International Business and Vice Chair in the Department of Management and Global Business at Rutgers Business School, Rutgers University (USA). In June 2017, He has been re-elected to serve a second two-year term as the President of the Asia Academy of Management. He is serving as the Editor-in-Chief of the Journal of World Business and a consulting editor at the Journal of International Business Studies. In January 2019, he has been awarded Rutgers Business School Dean’s Research Professor award for three years.

Prof. Joachim Wolf holds the Chair of Organization Theory and Organization Design at the Christian-Albrechts-University of Kiel, Germany. Professor Wolf has published over 50 scholary articles and 15 books, most of them dealing with the management and organization of national and multinational firms. Since January 2006, Professor Wolf has been one of the Management International Review’s (MIR’s) Co-Editors-in-Chief.

Prof. Timothy M. Devinney holds the Leadership Chair at the University of Leeds (Leeds, UK). He is a Consulting Editor of Journal of International Business Studies, and has worked long time on the Editorial Boards of Strategic Management Journal, Journal of International Business Studies, Global Strategy Journal, Long Range Planning, etc. Until recently, he worked as a former Co-Editor of Academy of Management Perspectives, Associate Editor of Management Science, Co-Editor of the Advances in International Management book series (Emerald), co-editor of Annals in Social Responsibility, and Director and Editor of the Social Science Research Network (SSRN). He received a BSc (Psychology and Applied Mathematics) from Carnegie Mellon University and MA, MBA, and PhD (Economics) degrees from the University of Chicago.

Prof. Alfredo Jiménez is Associate Professor at Kedge Business School in Bordeaux. Kedge Business School is one of the top 10 business schools in France. He has published several papers in prestigious SSCI journals including the Journal of International Business Studies, Journal of World Business, Management International Review, International Business Review and Journal of Business Research. At present, he serves in as a Senior Editor of the European Journal of International Management and he was recently the Lead Guest Editor of a Special Issue on Global Virtual Teams at the Journal of International Management and a Co-Guest Editor of a Special Issue on Success- vs. Failure-Based Learning of SMEs at the Management International Review. He has also been a visiting scholar in different institutions in Norway, Germany, Australia, Singapore, Italy, Ecuador and Mexico, as well as participating in the X-Culture Project as a member of its Advisory Board and instructor. He is project reviewer for the Spanish Ministry of Economy and Competitiveness and for the Government of Ecuador and Poland.

Prof. Jeoung Yul Lee is Associate Professor at Hongik University School of Business Management (Sejong, South Korea), Distinguished Professor at Chongqing Technology and Business University (Chongqing, China), and Visiting Associate Professor at Leeds University Business School (Leeds, UK). At present, he serves as Associate Editor of Asian Business & Management, on the Editorial Advisory Board of the International Business Review, and on the Editorial Review Boards of the Management International Review, Management and Organization Review, and Asia Pacific Journal of Management as well as on the Editorial Advisory Board of Cambridge Scholars Publishing (England, UK). He holds as a Handling Guest Editor of Special Issue on Success- vs. Failure-Based Learning of SMEs at the Management International Review, as well as the Lead Guest Editor of Special Issue on MNCs’ Evolution versus Decline at the Management Decision. He was a postdoctoral fellow at the Sol C. Snider Entrepreneurial Research Center of the Wharton School, and he published two papers with Professor Ian C. MacMillan (Founding Editor-in-Chief of the Journal of Business Venturing) there as well as other 23 more papers in SSCI journals, such as the Journal of International Business Studies, Human Resource Management, Long Range Planning, Management International Review, International Business Review, Journal of International Management, Journal of Business Research, and International Journal of Human Resource Management. Among them a majority of papers are on the ABS 3* or 4* list.

The 2019 Nationwide Benchmarking Report on International Business Education at Community Colleges uses an IBEX (International Business Education Index) score to provide benchmarks for community colleges. The IBEX score consists of five “pillars” that are important to strategically implement international business education programs and activities at community colleges. Comparisons to previous years are also available. The benchmarking report also provides a look at international entrepreneurship education at community colleges across the nation. The study was conducted in cooperation with our partner organizations, Community Colleges for International Development (CCID) and the National Association for Community College Entrepreneurship (NACCE).

Mapping Internationalization on U.S. Campuses examines internationalization efforts at U.S. colleges and universities. As a collaboration between the Ford Foundation and the American Council on Education, it looks at undergraduate attitudes, the practices and policies in place to help internationalize, and the effect on graduating students. The report is available for download in PDF.

Greetings from Seoul, Korea! We cordially invite graduate students and junior faculty to the Global Business Forum 2024 at Korea University Business School. This year, Sharon Alvarez (University of Pittsburgh), President of the Academy of Management, will deliver a keynote speech.

We are also hosting an Interactive Professional Development Workshop. Attendees will receive invaluable feedback on their research and career advice from renowned scholars, including panelists Sharon Alvarez, Curba M. Lampert (Florida International University), Minyoung Kim (University of Kansas), Brian S. Park (Georgia State University), and DuckJung Shin (Korea University).

In response to the dynamic shifts within the global business arena, the Global Business area at Korea University Business School has launched the Global Business Forum. Designed as a pivotal platform, the forum invites graduate students and junior faculty to partake in scholarly dialogue and nurture opportunities for the advancement of research ideas and career growth. Our primary goal is to foster a vibrant scholarly conversation that tackles the complexities of the changing global business environment while uncovering novel approaches.

Who should attend?

The event is crafted to accommodate a diverse audience, encouraging scholars to share their research interests and ideas for valuable feedback. Regardless of whether you bring a draft paper or not, attendees will have the chance to participate in enriching discussions and gain valuable insights from scholars to refine their work and advance their ideas.

How to register?

We kindly request prospective attendees to submit a one-page bio/research interests in bullet-point format. This one-page format allows attendees to highlight their career development milestones and the research interests they wish to discuss with the panelists. Please use the link below to submit your application. The deadline for submission is 11:59 PM June 10th, 2024 (KST, UST+9). Due to space limitations of 50 participants, we encourage you to apply as early as possible (https://forms.gle/Ni1sVWYvnFJiUNex5).

Event Coordinator: DuckJung Shin - Associate Professor at Korea University

Co-Organizers: Chanhyuk Shin & Nam Kim - PhD Candidates at Korea University

PDW facilitator: Jukyeong (Judy) Han - Assistant Professor at McMaster University

Contactgbforum2024@gmail.com

The Copenhagen Conference on Outward Investment from Emerging Economies (OFDI) (www.cphofdi.net) has been at the forefront of research and discussion on multinationals from emerging markets since its inception in 2008. This year, the conference will be held outside Denmark for the first time, hosted by HTW Berlin in Berlin, Germany, in collaboration with the partner universities German International University in Cairo, Egypt, Technical University of Denmark, Copenhagen, Denmark, and Northeastern University, Boston, USA.

The 2025 OFDI Conference aims to promote better dialogue and understanding of the interplay between the three phenomena of green transition, emerging markets, and foreign direct investment (FDI) and its implications for global sustainability. Hence, the conference welcomes a broad array of papers that analyze any combination of these three phenomena.

General theme

While the unsustainable atmospheric buildup of greenhouse gases (GHG) originates primarily from high-income countries, today emerging economies account for the majority of global GHG emissions, with emissions continuing to rise. Growing energy demand in emerging economies sustains fossil fuel exploration and consumption, contributing to global climate challenges. Beyond climate change, these economies are also grappling with escalating environmental degradation, including air, water, and land pollution caused by industrial activities, urbanization, and resource extraction. The cumulative impact of these environmental challenges exacerbates health risks, disrupts ecosystems, and threatens sustainable development.

Emerging economies often bear the brunt of these environmental crises due to their geographic vulnerabilities, economic dependencies, institutional constraints, and limited capacities for adaptation and mitigation. At the same time, these nations hold promise for advancing green transitions, potentially unlocking new windows of opportunity for industrial upgrading, supported by FDI and innovative technologies. Successfully addressing climate change and environmental degradation requires coordinated efforts by national governments, multinational companies, supranational organizations, international financiers, and civil societies.

While the Paris Agreement of 2015 generated strong momentum for climate action and green transition, recent years have witnessed waning political and private sector support. This decline has coincided with a more confrontational geopolitical environment, trade and technology frictions, nationalist and populist tendencies, the restructuring of global value chains, and monetary tightening. Simultaneously, pollution of air, water, and soil continues to pose significant challenges, with waste mismanagement, industrial contamination, and agricultural runoffs undermining progress toward sustainability.

The activities of multinational companies and their FDI, alongside international financial flows, are deeply intertwined with environmental outcomes. On the one hand, these corporations possess the financial, technological, and organizational resources needed to address climate change and other forms of environmental degradation. On the other hand, they can perpetuate unsustainable practices, including shifting resource-intensive and polluting activities to emerging economies, engaging in environmental dumping, and contributing to carbon leakage and ecological damage.

The manifold interlinkages between green transitions, environmental sustainability, emerging economies, and FDI require deeper investigation. Empirical and conceptual analyses, coupled with science-based prescriptions, are essential to illuminate these complex relationships and guide global efforts toward achieving sustainable development while mitigating environmental harm.

Special theme

We welcome a broad spectrum of papers exploring green transition, emerging markets, or FDI. As a special theme, we are particularly interested in research that examines the bidirectional linkages between macro-level conditions and micro-level outcomes. We encourage studies that investigate how national policies and institutional frameworks influence firm-level market and non-market strategies and behaviors, and conversely, how corporate actions can shape and inform broader institutional and policy environments, especially in the context of emerging markets undergoing the challenges of green transition.

Papers exploring the macro-micro relations may focus on:

  • Industrial policy frameworks for attracting sustainable FDI: Analyzing how emerging markets can design and implement policies that attract foreign investments in renewable energy and sustainable industries.
  • Alignment of industrial policies with MNC strategies: Exploring the synergies and tensions between government industrial policies and multinational corporations' strategies in promoting sustainability in emerging markets.
  • Impact of weak institutions on MNCs' sustainability strategies: Examining how weak institutions and institutional voids in emerging markets affect multinational corporations' non-market strategies, particularly their corporate environmental responsibility initiatives.

Papers exploring the micro-macro relations may focus on:

  • MNCs as catalysts for institutional change: Assessing how multinational corporations can stimulate institutional development and sustainable practices in emerging markets through their operations and corporate social responsibility efforts.
  • Corporate strategies shaping policy development: Exploring cases where MNCs' non-market strategies and particularly sustainability initiatives have led to the formulation or reform of environmental policies in host countries.
  • Firm-level innovations driving macro-level sustainability transitions: Analyzing how innovations introduced by MNCs contribute to the broader adoption of green technologies and sustainable practices within emerging economies.

We look forward to contributions that deepen our understanding of these complex interrelations, offering insights into how macro-level policies and institutional conditions influence firm behavior, and how, in turn, corporate actions can shape broader industrial policy and institutional landscapes.

Submission process

We invite scholars across disciplines and methodologies working on these topics to submit to the conference. We especially encourage the submission of interdisciplinary and mixed-method analyses and work by scholars residing in emerging economies.

Papers may not exceed 40 pages, following Academy of Management Journal guidelines.

Please submit your paper to: Yzabellune.Run-Grueger@HTW-Berlin.de

For inquiries, please contact:Florian.Becker-Ritterspach@HTW-Berlin.de

Registration fees

  • High-income countries (World Bank definition): Regular, EUR 275; PhD student, EUR 125
  • Middle/low-income countries: Regular, EUR 175; PhD student, EUR 75

At least one author must register per paper accepted for presentation.

Key dates

  • Paper submission deadline: June 1, 2025
  • Notification of acceptance: June 15, 2025
  • Registration opens: June 15, 2025
  • Registration deadline: September 15, 2025
  • Conference dates: October 23–24, 2025

Please note that the conference will be held exclusively in person.

A conference-related special issue with the journal Critical Perspectives on International Business (CPOIB) is in preparation.

 

Guest Editors

 Omrane Guedhami

University of South Carolina

 Sofia Johan

College of Business, Florida Atlantic University

Tilburg Law and Economics Center (TILEC)

 Florencio Lopez-de-Silanes

SKEMA Business School

National Bureau of Economic Research (NBER)

 Siri Terjesen

Kogod School of Business, American University & Norwegian School of Economics

  

Keynote Speaker

Sanjai Bhagat (University of Colorado at Boulder)

 

Submission deadline: December 1, 2019

 

Background of the Special Issue

Corporate governance is in a state of flux.  Changes are brimming in both developed and developing economies around the world.  There are considerable regulatory adjustments at national levels as well as transformations in internal governance at the firm level. 

            The sources of internal governance changes are wide and varied.  Structural changes to the economy have changed the nature of entrepreneurial firm formation, where the boundaries of the firm are evolving, maybe even disappearing, in many industries.  Many functions that used to be within firms are now outsourced.  Managing these outsourced relations has become more complex, giving rise to new governance problems. 

            Modes of finance have likewise evolved, giving rise to more complex governance solutions. Donations, rewards, and equity crowdfunding, as well as marketplace lending, also known as alternative finance, have become much more common in recent years.  These new modes of alternative finance give rise to new challenges in securing other forms of more traditional finance for scaling up, and failure to establish proper governance suitable to the context can give rise to success or failure.  At the IPO stage, many firms now seek dual class listing structures, which puts pressure on regulators to facilitate such structure or risk losing business, such as the case of Alibaba listing in New York instead of Hong Kong.

            International integration of firms, business, and trade along with evolving cultural norms in different regions around the world create different needs for governance solutions.  
Corporate policies, including risk-taking, are increasingly recognized to be significantly affected by political systems, religion, culture, gender, race, and legal conditions, among other factors.  Governance solutions vary widely depending on the legal, ethical, and cultural conditions in different regions around the world.  Changes that have been widespread at the national level, including but not limited to changes in political environments, bankruptcy laws, regulations governing diversity on boards, and labor laws should therefore logically take into account these factors.

            This special issue seeks papers that investigate the causes and ensuing consequences of these changes.  A key interest here is for new work that examines the risks associated with these governance changes.  Also, we seek papers that investigate skewness effects of these governance changes, or ‘tipping points’, giving rise to success versus failure.  New corporate governance research is needed to address these questions.  To this end, new research papers could be developed around the following themes:

1.      What is the societal role of the modern corporation and the role of corporate governance in facilitating it?

2.      Do dual-class shares add or create value, and what is the role of founders and ownership type in corporate governance?

3.      Should corporate governance be tied to sustainability, and if so, how?  How should governance solutions balance between the different ESG elements?

4.      What are the new agency problems and governance solutions associated with evolving new economy firms and outsourced functions?

5.      How are corporate polices, risk taking, and ethics affected by evolving political climates, and how does this interaction depend on culture, religion, legal institutions, gender, and race? 

6.      What are the governance implications associated with the new innovations in fintech?

7.      How do legal changes such as quotas for diversity on boards, bankruptcy laws, and labor laws affect entrepreneurial risk taking and skewness in entrepreneurial outcomes?

Papers addressing other related current governance questions are of course welcome.

Submissions and Review Process

A paper development workshop will be held at Florida Atlantic University (Boca Raton, Florida), on February 28, 2020.  Attendance is encouraged but optional. Keynote speaker will be Sanjai Bhagat, Provost Professor of Finance, University of Colorado at Boulder.  The guest editors will be available at this conference to assist in the development of research.  Another workshop held with the Journal of Corporate Finance on Corporate Governance Failures will follow on the subsequent day February 29, 2020, whereby authors are also encouraged, but not required to attend.

The deadline for submission of full papers to the workshop is December 1, 2019.  Submissions have to follow the CGIR style guide to authors and should be sent to Sofia Johan (sjohan@fau.edu) and Siri Terjesen (terjesen@american.edu) with the subject line “CGIR Special Issue Conference”.  Notifications about acceptance to the workshop will be sent by December 31, 2019.

Fully developed manuscripts should be submitted to CGIR by June 15, 2020 through the CGIR Manuscript Central website http://mc.manuscriptcentral.com/CGIR. Contributors should follow the CGIR Author Guidelines (which can be found at www.cgir.org).

Final decisions on papers for the CGIR Special Issue will be made later in 2020 following the journal’s standard procedures. Please note that acceptance to the workshop does not necessarily guarantee acceptance to the CGIR Special Issue. Similarly, acceptance to the workshop is not a condition for submission to the CGIR Special Issue.

Contacts

Omrane Guedhami, University of South Carolina, omrane.guedhami@moore.sc.edu

Sofia Johan, College of Business, Florida Atlantic University and TILEC, sjohan@fau.edu

Florencio Lopez de Silanes, SKEMA Business School and NBER, florencio.lopezdesilanes@skema.edu,

Siri Terjesen, Kogod School of Business, American University, and Norwegian School of Economics, terjesen@american.edu

Special Issue Co-Editors:

Suma Athreye

Professor of Technology Strategy

Essex Business School

Southend Campus

University of Essex

Email:

suma.athreye@essex.ac.uk

Lucia Piscitello

Professor of International Business,

DIG-Politecnico di Milano

Milan and University of Reading, UK

Email:

lucia.piscitello@polimi.it

Ken Shadlen

Professor in Development Studies

Department of International Development

London School of Economics

Email:

k.shadlen@lse.ac.uk

 

Special Issue Description

Intellectual Property Rights (IPRs) have become ubiquitous in current debates about trade and globalization, and have emerged as a key issue of contention in global trade and investment negotiations. The 'Agreement on Trade-Related Aspects of Intellectual Property Rights' (TRIPS), signed in 1994 as a founding element of the World Trade Organization, represents the most important attempt to establish a global harmonization of Intellectual Property protection, creating international standards for the protection of patents, copyrights, trademarks and designs. As part of the World Trade Organization, it also is subject to that organization’s dispute settlement system, and thus, unlike previous international agreements on IPRs, includes enforcement procedures at the intergovernmental level.

Protecting IPRs of course means different things for firms, who most profit from them, and for governments, who bear the burden of creating the infrastructure for the enforcement of IPRs (and, in some areas, are among the major consumers of goods protected by IPRs). The processes of IP legislation and enforcement can thus be difficult and controversial.  In designing IP polices governments need to mindful of balancing the reward for innovative activity with the incentives for diffusion of that innovation.  Put differently, the interests of the producers must be arrayed against the interests of the consumer. Even within a national economy, this may be difficult as producers are much better organized to lobby policy than are consumers (Olsen 1962).  In an international context this can be almost impossible to achieve without some supra-national intervention. Thus the adoption of TRIPS at the multilateral level and its implementation at national levels has been fraught with conflicts, as many political scientists (e.g. May and Sell, 2006; Ryan, 1998; Sell, 2003; Matthews 2002; Deere 2008) and economists (e.g., Archibugi and Filippetti, 2010; Maskus, 2000; Maskus and Reichman, 2005) have shown.

Nearly two and a half decades after TRIPS came into effect, much has changed in the global innovation landscape.  Technology trade has flourished and more technology has been transferred to emerging market subsidiaries by MNEs. China has emerged as a major power making huge strides in patenting in both domestic, European and US jurisdictions (Hu et al 2017; Li 2012).  Indian public research institutes like CSIR have found patenting has helped them become more self-reliant for funds.  New institutional forms of Intellectual Property which pool patents have also emerged in response to the global challenges.  Examples include the Medicines Patent Pool (MPP) to tackle AIDS (WIPO 2011), the GAVI alliance to improve childhood immunization (Kremer and Grennerster, 2004) and the EcoPatent Commons, GreenXchange and Canada’s Oil Sands Alliance (COSIA) to control carbon emissions (Awad, 2015).   

Although IB theories emphasize the role of innovation and technological change in originating and strengthening the competitive advantages of the MNE, IB scholarship has focused mostly on  considering IPR regulations as a location advantage/disadvantage (e.g. Ivus, Park, Saggi, 2017), or an institutional factor (e.g., Peng, Ahlstrom, Carraher, Shi, 2017a, b; Peng, 2013) interacting with MNE  strategies.  This is a narrow view and one that does not address the emerging new institutional developments around intellectual property policy and the effects of these on trade, investment and multinational behavior.

TRIPS also generated new political configurations between governments and business (and other social actors) and, importantly, the use of non-market strategies to influence IPR policy. Understanding these new patterns of organization and political mobilization, traditionally the domain of political economy, is exceedingly important in the context of emerging markets where implementing TRIPS implied substantial changes to national laws and policies. The most studied sector in this regard has been pharmaceuticals, as TRIPS required countries to allow drugs to be patented when many countries previously did not do so. National debates are no longer about whether drug firms should get patents, but how strong the associated rights should be, and how long these rights of exclusion should last for. Shadlen (2017) shows that national approaches to both introducing pharmaceutical patent systems and reforming these new patent systems have been driven by constellations of interests in society (rather than, for example, the ideology of incumbent presidents or the nature of political institutions). These issues, namely how the focal points of debate have changed and the search for drivers of cross-national and within-country variation, are common to a range of global challenges, beyond pharmaceuticals, such as clean technologies and global warming.

As regional trading blocs run into political problems it may be worth reassessing the TRIPS experience once again to highlight what has worked well and what has not. The proposed special issue aims at stimulating a wider discussion on the international patenting landscape, its use by emerging markets and the influence on trade and MNE strategies.  This is a two-way interaction where firm behaviors can help/influence the design of better IP policies, but whose successful implementation in turn requires cooperation from firms (Lundan, 2018). This special issue is aimed at an inter-disciplinary audience in a genuine effort to bring together research that wants to understand the experience of TRIPS and what it offers in terms of IPR policy as the world heads towards de-globalisation.  Related contributions have gradually begun to appear in the IB literature (Journal of World Business, Transnational Corporations and Journal of International Business Policy).  Relevant research has also appeared in other disciplines such as Journal of Law and Economics, Journal of Development Studies and Journal of Development Economics. They provide some stepping stones and research agendas for this special issue.

The Journal of International Business Policy (JIBP) aims to be a leader in publishing high quality research analyzing emerging public policy trends and their impact on international firms.  Through this Special Issue call, JIBP aims specifically to champion research analyzing the contribution of IP harmonization to processes of technology transfer, policy making, capability building and challenges to governance.  This special issue is intended to be a first – but certainly not last - focal point triggering IB scholarly attention to this area. For that reason, this special issue will also be accompanied by a Paper Development Workshop in December 2019.

The following is an indicative (but not exhaustive) list of topics to guide potential authors:

  1. The effect of IPR  policies on technology-related trade and investment
  • Home- and host-country IPR policy effects on technology trade and choice of partners, before and after TRIPS
  • How the spread of global value chains (GVCs) and countries’ and firms’ integration into GVCs affects national IP strategy
  • How TRIPS has affected the internationalization and “off-shoring” of research and development

2.            Domestic and foreign firms and the political economy of IPR policies

  • MNE influence on regional and/or global IP harmonization.
  • MNE lobbying strategies to change IPR policies in host and home countries.
  • The internationalization of trademarks
  • Case studies of national politics around joining the Patent Cooperation Treaty

3.            IPR policies: Trends and effects at the country level

  • Home- and host-country IPR regulatory effects on domestic technological capability and economic development
  • Home- and host-country IPR policy effects on inward and outward FDI
  • IPR and patenting patterns in home- and host-countries
  • The emergence of competition and antitrust institutions as important actors in countries and sectors where patenting is new
  • Understanding the changing demands for stronger IP rules by local actors in industries where imitation and reverse-engineering are difficult

4.            IP implementation and its effect on economic outcomes

  • Understanding the differences between de jure and de facto levels of IP protection and the effect of divergence on technology investment and trade
  • How TRIPS has affected the role of technology transfer offices in public (and private) universities and research institutions
  • IP infringement and its effect on MNE investment and domestic inventiveness
  • Effectiveness of new IPR regimes (patent pooling) for solving the technology needs of global challenges
  • New forms of property right protection (in the digital age); open models for patents

We welcome extended proposals from research in all relevant scientific fields (researchers in IB, economics, political science, sociology, law, geography, innovation, development studies, public policy, and international relations) and especially welcome proposals bridging various scientific disciplines. A paper can be aimed at theory development, but can also be empirical (aimed at collecting and interpreting larger data samples or specific case studies).  To give us a wider choice of papers, our call is for extended proposals which should be submitted to the Editors by 15 December 2018.  Selected proposals will be expected to submit full papers by 15 July 2019.

Special Issue Proposals

Proposals should be written in English and not exceed a total of seven (7) pages and 4000 words – five (5) pages for the body which can include charts, graphs, diagrams, and up to two (2) pages of references. The 4000-word count includes all text in the charts, graphs, diagrams, and references.

Only electronic submissions of proposal(s) will be accepted, submitted via the Manuscript Central portal for JIBP: https://mc.manuscriptcentral.com/jibp. A maximum of two (2) proposals, either as an author or a co-author, may be submitted.

We seek original, unpublished work to move the scholarly conversation on TRIPS forward. Proposals may be rooted in or derived from prior work, but the submitted proposal must reflect significant development. Any proposal submitted that is judged to be identical or substantially similar to work already published, presented or under review for another conference or publication, will not be considered for invitation to develop a full manuscript.

Proposals are easiest to handle if submitted in PDF format. MS Word (or equivalent) will also be accepted. The title should be listed in the header of each page. Please use single spacing and 10-point font or larger. All proposals received by the deadline date (December 15, 2018) are deemed as original and final.

Proposals are reviewed by the special issue editors, so they are not anonymous. Proposals should include name and institutional affiliation of all authors. Authors who submit full manuscripts can expect a standard double-blind peer review process after submission.

Timeline from Proposal to Publication

  • December 15, 2018: Deadline for submission of extended proposals
  • January 20, 2019:  Notification of acceptance or rejection of proposals for development as full manuscripts for submission
  • June 24-27, 2019 (AIB 2019 Copenhagen): Editors participate in a panel that highlights the current JIBP special issues
  • July 15, 2019: Deadline for submission of full papers via Manuscript Central portal for JIBP (https://mc.manuscriptcentral.com/jibp)
  • September 15, 2019: First round of double-blind peer review of submitted papers concluded
  • December 2019: Revised papers to be presented at a Paper Development Workshop
  • Jan 15, 2020: Editorial notification of conditional acceptance or rejection for inclusion in the JIBP special issue
  • March 1, 2020: Final manuscripts submitted for the special issue
  • June 2020:  Special issue publication

Selected bibliography

Archibugi D., Filippetti A. (2010), The Globalisation of Intellectual Property Rights: Four Learned Lessons and Four Theses, Global Policy, 1(2): 137- 149. https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1758-5899.2010.00019.x

Awad, B. (2015), Global Patent Pledges A Collaborative Mechanism For Climate Change Technology, CIGI  papers #81, Canada.  [ last accessed 04/08/2018 from https://www.cigionline.org/sites/default/files/no.81.pdf]

Albert G.Z. Hu, Peng Zhang , Lijing Zhao (2017) China as number one? Evidence from China's most recent patenting surge, Journal of Development Economics, 124,  107–119.

Deere, C. (2008) The Implementation Game: The TRIPS Agreement and the Global Politics of Intellectual Property Reform in Developing Countries. Oxford: Oxford University Press.

Ivus, O., Park, W.G. & Saggi, K. (2017), Patent protection and the composition of multinational activity: Evidence from US multinational firms, Journal of International Business Studies, 48(7): 808-836.

Kremer, M., & Glennerster, R. (2004). Strong Medicine - Creating incentives for pharmaceutical research on neglected diseases. Princeton, NJ: Princeton University Press.

Li, Xibao  (2012).  Behind the recent surge of Chinese patenting: An institutional view, Research Policy 41 236–249.

Maskus, K. E. (2000) Intellectual Property Rights in the Global Economy. Washington, DC: Institute for International Economics.

Maskus, K. E. and Reichman, J. H. (2005) International Public Goods and Transfer of Technology. Cambridge: Cambridge University Press.

Matthews, D (2002) Globalising Intellectual Property Rights: The TRIPS Agreement. Routledge.

May, C. and Sell, S. (2006) Intellectual Property Rights: A Critical History. London: Lynne Rienner.

Peng, M. W. (2013). An institution-based view of IPR protection. Business Horizons, 56: 135–139.

Peng, M. W., Ahlstrom, D., Carraher, S. M., & Shi, W. (2017a). History and the debate over intellectual property. Management and Organization Review, 13(1): 15-38.

Peng, M. W., Ahlstrom, D., Carraher, S. M., & Shi, W. (2017b). An institution-based view of global IPR history, Journal of International Business Studies, 48(7): 893-907.

Ryan, M. R. (1998) Knowledge Diplomacy: Global Competition and the Politics of Intellectual Property. Washington, DC: Brookings Institution Press.

Sell, S. K. (2003) Private Power, Public Law: The Globalization of Intellectual Property Rights. Cambridge: Cambridge University Press.

Shadlen, K.C (2017) Coalitions and Compliance: The Political Economy of Pharmaceutical Patents in Latin America. Oxford: Oxford University Press.

WIPO (2011) Medicines Patent Pool: Facilitating Access to HIV Treatment.  Wipo magazine ( last accessed 04/08/18 from http://www.wipo.int/wipo_magazine/en/2011/03/article_0005.html

About the Conference

The main theme for this conference revolves around the SDG and responsible business agenda. The contemporary business landscape demands a profound transformation toward responsible practices (Baptista, et al.,2020), aligning with the UN Sustainable Development Goals (Pizzi, et al., 2020; Piadeh et al., 2024). The 2nd International Conference - DigITS 2024 is an initiative to bring both industry and academic research to revisit the existing narratives around on Digitalization, Innovation Transformation and Sustainability in general and building a responsible business - the role of policy, purpose, and organizational innovation.

Call For Submissions

  • Research Paper (Qualitative/Quantitative/Mixed Methods)
  • Review Paper
  • Conceptual Paper
  • Case Study

Submission Guidelines

Abstracts should be submitted to: digits2024.sob@woxsen.edu.in

Publication Opportunity 

  1. The special issue - "Future of Robots in the Service Industry", International Journal of Services Operations and Informatics.
  2. The MDIM Journal of Management Review and Practice – Sage Publication.
  3. Papers will also be accepted for edited books – Published by Woxsen Press

Conference Goals:

  •  Offer a forum for scholars and graduate students to harness advanced interdisciplinary knowledge on the past, current, and future of the globalization of business in Asia
  •  Offer paper development opportunities especially for young scholars and graduate students for possible publication
  •  Provide opportunities for networking and further research collaboration

Conference Theme:

The conference allows scholars and doctoral students to explore broad topics of the past, current, and future of the globalization of business in Asia from a wide spectrum of academic disciplines. The globalization of business has been around for quite some time. Already at the end of the 1980s, Kenichi Ohmae (1989) published an article titled “Managing in a Borderless World” in Harvard Business Review, arguing that national borders became obsolete for business. Once in the 21st century, Thomas Friedman (2005) published a book titled “The World Is Flat,” which became an instant bestseller.

Asia has been considered one of the best beneficiaries of the globalization of business. Starting with Japan (K. Akamatsu, 1961; C. Johnson, 1982), followed by Korea and Taiwan (B. Cumings, 1984; A. Amsden, 1992) and soon China and ASEAN economies (World Bank, 1993; S. Lall, 1996), East and Southeast Asia have been integrated into global markets through export-oriented industrialization and FDI-intensive global production network.

Along the process, the transfer of technologies by firms of developed economies has helped Asian firms acquire not only advanced technologies but also organizational capabilities (S. Yusuf, M. A. Altaf, and K. Nabeshima, 2004; H. W. Yeung, 2009). The results are their deep integration into global production networks, contributing to their sustained growth and development.

Until recently, the globalization of business was considered irreversible. Asia’s continued success was considered a sure bet. However, just in the past few years, new developments have started challenging this understanding and casting doubts on the linear prediction of the continued rise of Asia. The “Occupy Wall Street” movement in 2011 that spread across the world was one of earlier developments to highlight growing public discontent with globalization (M. Hardt and A. Negri, 2011). China becomes more confident and assertive, raising a host of challenges and questions to governments and firms in the United States and across the world (T. Christensen, 2015). The multilateral trade system, one of the pillars of the globalization of business, has become strained. The WTO Doha Round negotiation was stalled, uncovering the sheer difficulty of sustaining and updating multilateral rules while regional trade blocks have emerged (A. Capling and R. Higgott, 2009). More firms support their governments overtly or covertly pursuing nationalist economic policies (A. D’Costa, 2012). Unilateral actions of major economies, including the United States, become rampant and undermine the integrity of the multilateral system. Then comes the Covid-19 pandemic.

How have Asian firms been acquiring and building capabilities and developing competitiveness under globalization? How have Asian governments been assisting them? Have Asian firms been fairing well under the latest round of new developments to globalization? Are they pursuing business as usual, or anticipating major changes and preparing themselves to cope with them? Is a globally dispersed production network sustainable? Are these developments constraining the rapid growth and development of Asian economies? Finally, are Asian governments addressing these challenges through public policies? The conference invites papers that explore the past, the present, and the future of Asia’s global business by examining these and other related/surrounding questions from broad perspectives.

Submission Guideline:

  • Paper submission due by December 31, 2020
  • Acceptance notification by January 31, 2021

We consider all academic papers that are applied, empirical, and policy-relevant and related to Vietnam, Japan, and other Asian economies. Theory papers that are relevant to the theme of the conference and can develop applied research will also be considered. Possible paper topics may include, but not limited to, the following:

  •   Business Administration, Strategy, and Business Economics
  •   Management of Organization, HR, Knowledge, and Technology
  •   Marketing
  •   Accounting and Finance
  •   International Economics
  •   Industrial Organization
  •   Economic Development, Innovation, Technological Change, and Growth
  •   Other Miscellaneous Categories

Manuscripts must be written in English, single-spaced, font size 11 or 12, with a margin of 2.5cm (1 inch) on all sides. Please submit your manuscript electronically as a PDF or Word file to ozakit@rikkyo.ac.jp by December 31, 2020. All the submissions will go through the double-blind review process. The result will be notified to the authors by the end of January 2021.

Publication: We aim to publish a select few papers in a special section of a journal and/or an edited volume.

Cost: There will be no fee to participate in the conference. However, the participants must cover the cost of their travel to the venue if the conference is held on the campus of Rikkyo Unversity, Tokyo, Japan.

Venue: Currently, we plan to hold the conference on the campus of Rikkyo University, which is conveniently located in the center of Tokyo, Japan. However, depending on the Covid-19 situation, we may hold the conference virtually by using Zoom.

Organizing Committee and Contact:

Dr. Nguyen Thi Hien, Director, VJCC Institute, Foreign Trade University, Hanoi, Vietnam

Dr. Mitsuhiko Kataoka, Professor, Graduate School of Public Management and Administration, Rikkyo University, Tokyo, Japan

Dr. Tomohiro Machikita, Associate Professor, Center for Southeast Asian Studies, Kyoto University, Kyoto, Japan

Dr. Toshiya Ozaki, Professor, College of Business, Rikkyo University, Tokyo, Japan

For further information, please contact the organizer (c/o Prof. Toshiya Ozaki, College of Business, Rikkyo University, email: ozakit@rikkyo.ac.jp).

 

References:

Akamatsu, Kaname (1961), “A Historical Pattern of Economic Growth in Developing Countries,” The Developing Economies, Vol.1(1).

Amsden, Alice (1992), Asia’s Next Giant: South Korea and Late Industrialization, Oxford University Press.

Capling, Ann and Richard Higgott (2009), “Introduction: The Future of the Multilateral Trade System – What Role for the World Trade Organization?” Global Governance, Vol.15.

Christensen, Thomas (2015), The China Challenge: Shaping the Choices of a Rising Power, W. W. Norton.

Cumings, Bruce (1984), “The Origins and Development of the Northeast Asian Political Economy: Industrial Sectors, Product Cycles, and Political Consequences,” International Organization, Vol.38, No. 1.

D’Costa, Anthony (2011), Globalization and Economic Nationalism in Asia, Oxford University Press.

Friedman, Thomas (2005), The World Is Flat: A Brief History of the Twenty-first Century, Farrar, Straus and Giroux.

Hardt, Michael and Antonio Negri (2011), “The Fight for ‘Real Democracy’ at the Heart of Occupy Wall Street,” Foreign Affairs, October 11, 2011.

Johnson, Chalmers (1982), MITI and the Japanese Miracle: The Growth of Industrial Policy, 1925-1975, Stanford University Press.

Lall, Sanjaya (1996), Learning from the Asian Tigers: Studies in Technology and Industrial Policy, MacMillan.

Ohmae, Kenichi (1989), “Managing in a Borderless World,” Harvard Business Review, May–June 1989 Issue.

Yeung, Henry Wai-chung (2009), “Regional Development and the Competitive Dynamics of Global Production Networks: An East Asian Perspective,” Regional Studies, Vol.43(3).

Yusuf, Shahid, M Anjum Altaf and Kaoru Nabeshima (2004), Global Production Networking and Technological Change in East Asia, World Bank.

World Bank (1993), The East Asian Miracle: Economic Growth and Public Policy, Oxford University Press.

The 31st Annual Conference of the American Society for Competitiveness will be held on October 21-23, 2021 in Washington, DC area. The Theme of the Conference is “International Competitiveness in a Turbulent World.” This event is an excellent opportunity to interact with scholars, business leaders, and government officials from all over the world.

The conference this year will focus on many issues related to competitiveness, including economic nationalism, globalization in retreat, Intellectual and income inequalities, global unemployment, and how hegemonic powers have become obstacles to international trade and global integration.

Please mail your submission (full paper, abstract, proposal, etc.) to the American Society for Competitiveness, 304 Eberly, IUP, 664 Pratt Drive, Indiana, PA 15705. 

The submission deadline is June 30, 2021. You can e-mail your submission to:

Email: office.asc2@gmail.com or rgsoni@iup.edu

 

 

CONFERENCE OUTLINE:

The 31st International Conference on Pacific Rim Management, co-organized by the Association for Chinese Management Educators (ACME) and The City University of Macau (CityU Macau), will be held from June 29 to July 1, 2024, in Macau, China. The conference provides a forum for business educators and practitioners to exchange information and stimulate cooperation with academic and professional organizations in the Pacific Rim region.

  

PROGRAM TRACKS:

Accounting & Auditing  International Business & Foreign Direct 
Business Ethics & Corporate Governance  Issues in Taxation 
Chinese Management Leadership
Corporate Finance Management Information Systems
Data Mining & Big Data Analysis Manufacturing & Service Design 
Economics Marketing & Consumer Behavior
Entrepreneurship Multiple Criteria Decision Making
Financial Derivatives Organizational Behavior & Knowledge Management 
Financial Management & Financial Institute  Portfolio and Investments Management
Human Resource Management & Industrial Relations  Production & Operations Management
Information Technology and Security Strategic Management
Internet of Things Supply Chain Management
Internet & E-Commerce Technology & Innovation Management
International Trade & Integration Economics Other related fields in business and management 

 

SUBMISSION AND REVIEW OF PAPERS:

An abstract or full paper, written in English and MS Word, should be submitted to https://easychair.org/conferences/?conf=icprmacme2024  by April 30, 2024.

Papers for the meeting will be reviewed anonymously, and authors will be notified of the decision by May 15, 2024. We also invite volunteers to participate as discussants and track chairs. Further information about submission instructions and the conference is available at http://myacme.org.

Quality papers will be suggested to the following journals for possible publication after further formal reviews.

  • Contemporary Management Research
  • Electronic Commerce Studies
  • International Journal of Business
  • International Journal of Business System Research
  • International Journal of Cyber Society and Education
  • International Journal of Electronic Commerce Studies
  • International Journal of Revenue Management
  • Journal of Integrated Enterprise Systems
  • International Journal of Management Theory and Practices

 

REGISTRATION FEE:

Early bird registration: $150.00 (End on June 5, 2024, at 11:50 PM US PST);

Regular registration: $180.00 (End on June 29, 2024);

Student and retiree: $100.00 (End on June 29, 2024). Please see the Eventbrite registration link for details: https://acme2024.eventbrite.com

 

Conference Program Chair:

           Dr. José Alves, Faculty of Business, City University of Macau    

Conference Program Co-Chairs:

           Dr. William Chen, Faculty of Business, City University of Macau    

           Dr. Harry Xia, Craig School of Business, California State University, Fresno  

The 34th Annual Conference of the American Society for Competitiveness will take place in Washington, D.C. area , October 17-19, 2024.  The Conference invites conceptual papers, empirical studies, case studies, proposals, panel discussions or abstracts pertaining to both traditional and contemporary themes related to competitiveness:  

  • International Trade and Economic Prospertiy
  • New Arenas for Strategic Competition
  • Building Marketing Capabilities
  • Free Trade and Economic Nationalism
  • Strategic Resilience
  • Strategic Intent & Initiatives of Firms
  • Sustaining Skills
  • Building the Right Institutional Capabilities
  • Transforming Organizational Culture
  • Global Manufacturing and Competitiveness
  • Intellectual and Income Inequalities Sustainability
  • Geopolitics & Geostrategies
  • Competing in Dynamic Global Industries
  • Technology, Change, and Artificial Intelligence

Submission Deadline is July 31, 2024.

Please send your submission to: Sami Swaid,  swaids@uhv.edu

Phone: 281-396-3731

Or send copy to: office.asc.conference@gmail.com  and Professor KANSO <Ali.Kanso@utsa.edu>

The 34th Annual Conference of the American Society for Competitiveness will take place in Washington, D.C. area , October 17-19, 2024.  The Conference theme is Enhancing Institutional Capabilities. The Conference Committee invites conceptual papers, empirical studies, case studies, proposals, panel discussions or abstracts pertaining to both traditional and contemporary themes related to competitiveness

  • International Trade and Economic Prosperity
  • New Arenas for Strategic Competition
  • Building Marketing Capabilities
  • Free Trade and Economic Nationalism
  • National & Regional Competitiveness
  • Strategic Resilience
  • Strategic Intent & Initiatives of Firms
  • Sustaining Skills
  • Building the Right Institutional Capabilities
  • Transforming Organizational Culture
  • Global Manufacturing and Competitiveness
  • Intellectual and Income Inequalities Sustainability
  • Geopolitics & Geostrategies
  • Competing in Dynamic Global Industries
  • Technology, Change, and Artificial Intelligence
  • Workplace Incivility

Submission Deadline is July August 20, 2024.

Please send your submission to: Sami Swaid, swaids@uhv.edu Phone: 281-396-3731. Or send copy to: office.asc.conference@gmail.com and Professor KANSO, Ali.Kanso@utsa.edu.

The era of new industrial revolution and its impact on international business: Implications for Euro-Asia business relations

Hankuk University of Foreign Studies, South Korea

7-10 November, 2018

Surrounded by technologies that are effacing techno-human boundaries such as artificial intelligence (AI), big data, robotics, virtual/augmented reality (AR/VR), drones, 3D printing, the Internet of Things (IoT), and autonomous vehicles; we are witnessing an unprecedented surge of technical, industrial, and social innovations. This surge is neatly named in some countries as the Fourth Industrial Revolution (4IR) or Industry 4.0. With threats to human identity, social stability, and economic security, these 4IR technologies and various changes induced by them cast doubt on the adaptive capacity of individuals and institutions and challenge the current business models. When machines replace not only repetitive labor but advanced intellectual work, what is left for humans? Nevertheless, the new technologies may present possibilities for many firms and industries with unprecedented new business opportunities. The question becomes: How can European and Asian entrepreneurs, companies, and scholars take advantage of and prepare for this new era?

This year’s conference invites academic communities to rethink the roles of firms, industries, and universities in the era of the 4IR within the context of Euro-Asia business relations. We welcome papers addressing—but not limited to— the following topics:

  • Current technological advancements in Europe and Asia and how firms in each region adopt them to capture business opportunities and to cope with challenges,
  • Policies and programs for 4IR technology development and management and the reactions of businesses
  • Modes of solutions or alternative approaches to innovation in the face of blurring techno-human interfaces (such as design thinking)
  • The impacts of the new technologies on functional level management practices in Europe and Asia such as manufacturing, supply chain, HRM etc.
  • The impacts of 4IR on current economic and business relationships between Europe and Asia with particular reference to trade and investment flows
  • Practices and measurement of 4IR-driven entrepreneurship
  • How this dramatic industrial transition may affect the future Euro-Asian business relations
  • Theoretical perspectives: how 4IR challenges affect existing theories in international and comparative business,
  • Spatial perspectives: Regional growth models and cross-regional cooperative relations in Europe and Asia attempting to capture the potential of 4IR and the future of job and the industrial structure in developing countries.

SUBMISSION PROCEDURE AND DEADLINES

There are three tracks for individual paper submissions. Please select the most appropriate type of session format from the following:

  • Competitive Papers: The most polished and complete papers should be submitted for inclusion in competitive sessions (max. 8,000 words inclusive of all materials, including appendices and references).
  • Workshop/Interactive Papers: Papers in progress should be submitted for workshop sessions (max. 6,000 words inclusive of all materials, including appendices and references).
  • PhD Track: PhD candidates and other young scholars are invited to present their work, at various stages of progress (from the proposal stage to post-fieldwork analysis, but max. 6,000 words in length).

For all submissions the evaluation will be based on analytical rigor, methods applied, originality, and significance of conclusions.

Full papers—not just abstracts—for all three tracks (competitive, workshop/interactive, and PhD) are due by 21 July 2018 Friday. This deadline will not be extended.

Address any questions regarding this call for papers to the organizers directly by e-mail at eamsa2018@hufs.ac.kr

The 35th Annual Conference of the American Society for Competitiveness will take place in Washington, D.C. area , October 16-18, 2025.  The Conference theme is Global Disruptors: AI, Sustainability, and Trade Policy .  The Committee invites conceptual papers, empirical studies, case studies, proposals, panel discussions or abstracts pertaining to both traditional and contemporary themes related to competitiveness including :  

  • International Trade and Economic Prosperity
  • New Arenas for Strategic Competition
  • Building Marketing Capabilities
  • Free Trade and Economic Nationalism
  • National & Regional Competitiveness
  • Strategic Resilience
  • Sustainability
  •  Geopolitics, and the Future of Trade
  • Building the Right Institutional Capabilities
  • Transforming Organizational Culture
  • Global Manufacturing and Competitiveness
  •  Intellectual and Income Inequalities 
  •  Geopolitics & Geostrategies
  • Competing in Dynamic Global Industries
  • Technology, Change, and Artificial Intelligence

Submission Deadline is July 31, 2025.

Please send your submission to: Ziad Swaidan, swaidanz@uhv.edu Phone: 281-396-3731. Or send copy to Professor KANSO <Ali.Kanso@utsa.edu>

The 3rd Thought Leaders’ Conference of Marketing Science and Innovation and Special Issue of Journal of International MarketingCall for Papers

Global Marketing and International Customer Behavior: The Case of China

Co-organized by University of International Business and Economics and Journal of International Marketing

International marketing operations constitute an integral part of life and long-term viability for many organizations due in part to the globalization of markets and intensifying competition across countries worldwide. This is particularly the case for companies originating from emerging markets and growth economies, which nowadays play a particularly important role in global world trade. The 3rd Thought Leaders’ Conference on Global Marketing will be co-organized by the University of International Business and Economics in Beijing, China, and the Journal of International Marketing, published by the American Marketing Association, on March 16-17, 2019. It aims to enrich understanding of advances and contemporary developments in global marketing theory and management practice within the specific context of China. China has been one of the leading countries in the world whose companies are engaged in international market operations of various forms. The international engagement of Chinese firms exhibits unique characteristics and business relationship development patterns and often is marked by innovative international marketing strategies that are conducive to the achievement of competitive advantage and strong performance in foreign market operations. For instance, factors leading to Chinese firms’ establishment, development, and maintenance of successful foreign customer relationships is an interesting issue for the Conference and the Special Issue. Similarly, drivers of international marketing and exporting strategies that, in turn, facilitate the achievement of enhanced performance outcomes are also of particular interest.

Broadly, marketers must understand customer behavior patterns in different world markets to effectively serve the special needs of different international customer groups. Thus, successful international engagement for Chinese firms is based on their understanding of and response to the particular requirements of individual foreign markets and consumers, which should drive the development of effective marketing strategies in those overseas markets targeted by these firms. Likewise, foreign firms operating in China need to take account of the particular characteristics and idiosyncrasies of Chinese customers. Broadly, despite considerable research efforts, it is not clear whether globalization of markets leads to the homogenization of consumer behavior or consumer behavior becomes more heterogeneous due to differences across nations, countries, regions or cultures. This issue, which is more important now than ever before, is not well understood and clearly requires further study to allow the development of effective international marketing strategies.

The aim of the Conference, and the Special Issue of Journal of International Marketing that is linked to it, is to generate insights on: global marketing and exporting, which add to existing theoretical knowledge and management practices of Chinese firms’ international market operations; and international customer behavior with the view to informing international marketing strategies, decisions, and actions of Chinese organizations operating in foreign markets. Manuscripts that draw on and integrate multiple perspectives (e.g., strategy, industrial economics, psychology, sociology, and/or consumption economics) are especially encouraged. The research approach can be qualitative, quantitative or mixed. Conceptual papers that focus on the strategic possibilities of global or export marketing strategies, and their impact on performance, and international consumer insights are also welcome. All manuscripts should have clear relevance to the international marketing field, share a focus on marketing strategy, competitive advantage and its drivers, or customers and translate customer insights into a strategy discussion.

The purpose is to summarize, draw from, and/or develop new theories and frameworks from the practices of Chinese firms and to provide a platform for scholars and practitioners in global marketing and related areas to share original ideas and discuss valuable insights. We welcome submissions of original academic papers addressing issues concerning global marketing theory- and practice-related topics in general, and international marketing and customer-based strategy and behavior issues in emerging economies (for example, China) in particular. In the Conference, we also encourage submissions of research in progress that provide new thinking and state-of-the-art insights to scholars and business practitioners.

Possible topics include, but are not limited to:

  • Drivers and performance outcomes of export marketing strategies
  • The role of resources and capabilities in driving international marketing strategies and performance
  • Building successful trusting relationships in international market operations
  • Dark-side relational aspects of cross-border exchange relationships and their impact on performance
  • Developing effective international services marketing strategies
  • Competitive strategies, positional advantages, and performance outcomes in international market operations
  • Competitive strategies, marketing strategies, and performance in export product-market ventures
  • International relationship marketing
  • Developing effective digital marketing strategies for international operations
  • Country of origin effects
  • Developing effective global retail marketing management strategies
  • Consumption experiences and consumer-brand relationships for local and global brands
  • Consumer ethnocentrism, animosity, national identity, and cosmopolitanism
  • Customer satisfaction and complaining behavior across cultures
  • Consumer adoption and diffusion of innovations across cultures
  • Social media, content, and online marketing across cultures
  • Customers’ perceptions of CSR across countries

Submission to the Conference

All the submissions should be original work. Both full articles and high-quality abstracts would be evaluated and handled by the conference.

Conference submissions should be sent to: JIM2019@uibe.edu.cn

Important Dates

Deadline for paper submission to the Conference: December 10, 2018

Notification of acceptance: January 25, 2019

Conference Co-Chairs

Prof. Robert W. Palmatier, Co-Editor, Journal of Marketing, University of Washington, U.S.A.

Prof. Constantine S. Katsikeas, Editor-in-Chief, Journal of International Marketing, University of Leeds, U.K.

Prof. Yonggui Wang, Dean, University of International Business and Economics, China

Keynote Speakers

  • Journal of Marketing Co-Editor, Prof. Robert Palmatier
  • Journal of International Marketing Editor-in-Chief, Prof. Costas Katsikeas
  • Journal of Academy of Marketing Science Editor-in-Chief, Prof. John Hulland
  • Journal of Retailing Co-Editor, Prof. Anne Roggeveen
  • Immediate-Past Journal of Marketing Co-Editor, Prof. Neil Morgan
  • Journal of Service Research Editor-in-Chief, Prof. Mike Brady
  • Asia Pacific Journal of Management Senior Editor, Prof. Kevin Zhou

Contact information

Email JIM2019@uibe.edu.cn

Address

Business School, University of International Business and Economics

No.10, Huixin East St., Chaoyang Dist. Beijing, P.R. China, 100029

Submission to the Special Issue of Journal of International Marketing

All manuscripts must follow the guidelines of the Journal and be submitted online through Manuscript Central at

https://mc.manuscriptcentral.com/ama_jim

Submission Deadline: Manuscripts for the Special Issue can be submitted during March 2019, and until Friday, MARCH 29, 2019.

Special Issue Editors:

Constantine S. Katsikeas

Editor-in-Chief, Journal of International Marketing

Arnold Ziff Research Chair and Professor of Marketing & 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

 

Yonggui Wang

Dean

Professor of Marketing and Strategy

Business School

University of International Business and Economics

No. 10, Huixin Dongjie

Chaoyang District

Beijing

P.R.China 100029

Email: ygwang@uibe.edu.cn

Papers should broadly address the theme of the conference and issues related to changing business practices. Kindly send a full paper so that it can be published in an ISBN book/Journal besides the conference proceeding.

Academicians and research professionals are encouraged to contribute new ideas, concepts, and paradigms. Abstracts will be published in ISBN numbered publications and selected papers in International Journals. Kindly submit papers for the subjects mentioned below:

  1. Marketing and Strategy
  2. International Business
  3. Brand management
  4. Business statistics/Decision science
  5. Finance 6. General Management
  6. IT and business practices in the current business environment

There will also be a separate track for student’s paper. Papers to be emailed to: rks _pmc@yahoo.com OR rks.pmc@gmail.com

Select paper will be published in the International Journal of Sydenham Management Review published since 1995.

The handbook will be published as part of the World Scientific Series in Management Strategies, Policies and Implementation. Series Editor-in-Chief: Prof. Gideon Markman

Book Description:

Africa is a fascinating and increasingly relevant context for management research and practice.  Recent estimates indicate that Africa has the youngest and fastest-growing population, with the overall population expected to increase to 2.5 billion by 2050. Recent forecasts also show that Africa’s youth population will rise as a share of the world’s youth population from 19 percent to 33 percent between 2015 and 2050 (Dews, 2019). Consequently, the workforce in Africa is expected to grow by nearly 450 million people between 2010 and 2035 (George, Corbishley, Khayesi, Haas & Tihanyi, 2016). This population boom has the potential to unlock more than $3 trillion in consumer spending, according to a McKinsey Global Institute (MGI) report (2023). In addition to this vast human capital potential, the increasing proliferation of information and communication technologies (George et al., 2016) and surge in global value chains in Africa implies significant opportunities for firms participating in growing, global sectors such as agriculture, energy, financial services, and information technology. These factors in the environment along with the human capital potential in Africa implies that African countries are uniquely positioned to be hubs for innovation and global business. Thus, businesses that misunderstand Africa run the risk of missing one of the 21st century’s great growth opportunities. 

Despite the impending growth unfolding on the continent, the existing management literature often suggests that Africa’s businesses have tended to focus on short-term operational issues at the expense of long-term strategic imperatives and opportunities (e.g., Mellahi & Mol, 2015). Similarly, the literature points to underdevelopment in the inputs and outputs of the innovation process among organizations in Africa (e.g. Allard & Williams, 2020). These are fair criticisms considering limited evidence to the contrary. Indeed, the management literature on strategies (e.g., Pierce & Snyder, 2020; Uzuegbunam & Uzuegbunam, 2018) and innovations (e.g., Allard & Williams, 2020) in Africa is nascent. This limited perspective on the strategic and innovative activities of African based organizations overlooks the rich nuance and eclecticism of strategic and innovative activity on the continent. Africa’s 54 countries present a rich, complex but underexamined background for management scholars (Nachum et al., 2023; Pierce & Snyder, 2020).

This handbook calls for a cross-sectoral and cross-national collection of perspectives and evidence regarding strategic initiatives and innovations that are stimulating and supporting businesses as they seek to grow and capitalize on opportunities in Africa in the 21st century.   The book will focus on strategies and innovations across different types of organizations, including, but not limited to small, medium, or large firms, family firms, professional service firms, entrepreneurial start-ups, social enterprises, multinational enterprises, and public-private partnerships.  We are open to strategies and innovations across a myriad of industries and sectors, such as agriculture, sports, film, finance, technology, manufacturing, retail, etc.  

We are seeking chapter submissions that include, but are not limited to the following topics:

  • What resource combinations and orchestration strategies are African firms employing to capitalize on human, financial or natural resources on the continent?           
  • What forms of intellectual property strategies are employed to protect firms’ assets in Africa?
  • What alliance and merger and acquisition strategies between African firms and international firms are being used to stimulate organizational growth and opportunity? 
  • What innovative interorganizational partnerships/collaborations (e.g., public-private partnerships) are being developed or used to capitalize on the continent’s resources or geography?
  • How do business accelerator/incubator programs on the continent shape strategy in entrepreneurial firms?
  • What business model strategies and innovations support the birth and growth of African firms?
  • What are the ecosystem strategies and innovations that foster entrepreneurial activity and success in Africa?
  • How do African firms leverage or deploy platform strategies?
  • What are the effects of frugal innovations and strategies in new or established African firms?
  • What are the approaches and effects of value innovations and blue ocean strategies in Africa?
  • What strategies and innovations contribute to the formation, survival, and growth of social enterprises in Africa?
  • How do formal or informal institutional forces affect strategies and innovations on the continent?
  • Comparative analysis related to firm strategies and innovations: Within and across African countries, cities, and rural areas. Between firms in Africa and firms in other parts of the African diaspora (i.e., the Caribbean; Afro-Latino sectors and markets). Between firms in Africa and firms in other parts of the world.
  • What are the economic geography dimensions of strategy in Africa?
  • How does national or organizational culture inhibit or encourage strategic and innovative activities in Africa?
  • How do African firms construe performance and success (e.g., social performance, environmental performance)?

Chapter submissions should be uploaded to the online submission system by September 1, 2024. Contributions must be original, unpublished work. Though contributions may be empirical or conceptual, conceptual works (such as essays, etc.) should strive to leverage anecdotal or practical evidence to substantiate critical claims in the chapter. We welcome different empirical approaches including qualitative, quantitative, or mixed methods.  We especially encourage submissions from African scholars. 

All chapter submissions should include a concrete analysis of implications for practice or / and public policy. Manuscripts should be submitted either in Microsoft Word or PDF formats with a maximum length of 30 pages (double-spaced). Authors are encouraged to follow the Academy of Management Journal Style Guide in preparing their submissions Academy of Management Journal STYLE GUIDE FOR AUTHORS.

Important Dates:

Deadline for chapter submissions – September 1, 2024

1st round reviews of papers completed – November 30, 2024

2nd round reviews of selected papers – May 31, 2025 

If you have any questions, please contact Dr. Dykes (bdykes@su.edu) or Dr. Uzuegbunam (ikenna.uzuegbunam@howard.edu).

In A Journey to Sharahad, an exercise available in PDF, the participants role-play American business persons who journey to Sharahad looking for distributors. Even though both Americans and Sharahadans want to do business with each other, substantial barriers are present based on different cultural behaviors and communication barriers. The author, Phil Darg, has generously agreed to allow globalEDGE to make this exercise available for download at no charge (for educational purposes only).

Call for chapters for the upcoming book "A Strategic Negotiator’s Handbook: From Local to Global Perspectives". Following chapters needed:

  • Chapter: Negotiation as an Optimal Dispute Resolution Alternative
  • Chapter: Negotiating with Managers from Europe: The French Style
  • Chapter: Negotiating with Managers from Europe: The British Way
  • Chapter: Negotiating with Managers from Europe: The Italian Way
  • Chapter: Negotiating with Managers from Asia: The Chinese Approach
  • Chapter: Negotiating with Managers from Asia: The Japanese Approach
  • Chapter: Negotiating with Managers from Latin America: The Brazilian Style
  • Chapter: Negotiating with Managers from North America: The US Way
  • Chapter: Negotiating with Managers from North America: The Canadian Way

In addition to the above, any other chapter proposals in the field of global negotiation and business/organizational conflict resolution & management are welcome. 

Mohammad Ayub Khan, PhD.

Full-Professor & Director

Marketing & International Business Department

Business School, North Region,

Tecnológico de Monterrey, Campus Monterrey

Ave. Eugenio Garza Sada 2501, Monterrey, N.L., México, 64849.

mkhan@itesm.mx

+52-81-8358-2000 ext. 4340

http://www.itesm.mx/

A Trip to Mintana simulates a business meeting of Americans who have traveled to the fictional country of Mintana. The intercultural exercise allows participants to experience and adjust to different cultural communication patterns and to recognize some of the intercultural barriers in today's global business environment. The author, Phil Darg, has generously agreed to allow globalEDGE to make this exercise available for download in PDF at no charge (for educational purposes only).

A Visit with the Amberana simulates a meeting of American botanists who travel to the fictional country of Maranã. The Americans, ignorant of the host culture, must communicate with the Amberanans in an acceptable manner to succeed in their quest. A Visit with the Amberana is an intercultural exercise that explores verbal and non-verbal differences, as well as cultural values. The author, Phil Darg, has generously agreed to allow globalEDGE to make this exercise available for download in PDF at no charge (for educational purposes only).

Aalto University, in Helsinki, Finland, is pleased to announce the availability of a tenure-track (or tenured) faculty position in the area of Strategy. Applications for Assistant Professor, Associate Professor, or Professor are welcomed. Please see the attachment for details regarding the position and the application process.

Assistant Professor in Strategic Management (Tenure Track)
Aalto University is a new university with over a century of experience. Created from a high-profile merger between three leading universities in Finland – the Helsinki School of Economics, the Helsinki University of Technology and the University of Art and Design Helsinki – Aalto University opens up new possibilities for strong multi-disciplinary education and research. The university's ambitious goal is to rank among the top universities in the world in its areas of specialization. At Aalto there are 20,000 students with around 75,000 alumni. We have a staff of 4,500 including 300 professors.

Candidate profile
Applications are invited from individuals with strong research and teaching interest in strategic management who strive for academic excellence. Applicants should have recently completed their PhD with a focus on strategic management, or expect to complete it by August 2012. The primary selection criteria will be academic track-record, research potential, teaching capabilities, and strong recommendations. For foreign applicants, the only language requirement is fluency in written and spoken English.

Position
The applicant is expected to develop a state-of-the-art research program with international visibility. The teaching load in this position is negotiable but is planned to include two courses per year. In addition, the tasks are planned to include participation in Master’s thesis supervision as well as contributing to the doctoral program and other research, teaching, and outreach activities. The starting date for the position is expected to be September 2012 (alternative starting date is negotiable). Salary is competitive at the European level and initial research funding will also be provided.

The position is located at the Institute of Strategy (a part of the Department of Industrial Engineering and Management), which consists of six professors and about 40 researchers, including PhD students. In terms of research output in top-tier journals, the Institute of Strategy has in recent years been among the most productive strategy units in Europe. Active research at the Institute covers a broad set of topics including corporate strategy, corporate ventures, high-growth entrepreneurship, venture capital, industry evolution, innovation management, mergers and acquisitions, and strategic renewal. The Institute offers a supportive environment for high world-class activity in strategic management. For additional information see: http://tuta.tkk.fi/en/research/institute_of_strategy/

As a living and work environment, Finland is consistently ranked highly in quality-of-life and competitiveness studies. It is the best country in the world to live according to a Newsweek 2010 study. It is the 2nd happiest place in the world according to a 2007 OECD study. Helsinki is the best city in the world to live in according to a 2011 report by Monocle Magazine and is 7th in the Economist Intelligence Unit livability ranking 2011. Finland has also been ranked the 4th in the Global Competitiveness Index 2011-2012 of the World Economic Forum and the 2nd best in the Corruption Perceptions Index 2011 of Transparency International 2011. Aalto University offers support for moving in Finland. Some information is available at: http://www.aalto.fi/en/for/international/

Application procedure
The applications are to be addressed to the President of Aalto University and submitted by e-mail, preferably in a single pdf document, to the Registry of Aalto University (kirjaamo@aalto.fi) no later than on 16 January 2012. All the materials should be submitted in English, including at least the following documents:

- a cover letter
- a curriculum vitae (with contact details)
- a job market paper
- three letters of recommendation
- possible teaching evaluations

Please read the application instructions before submitting the application:
http://www.aalto.fi/en/current/jobs/professors/strategisen_johtamisen_professori-assistant_professor-tenure_track/application_instructions_strategic_management.pdf

For additional information, please contact the Head of the Institute of Strategy, Professor Markku Maula, tel. +358 40 556 0677, or the Head of the Department, Professor Hannele Wallenius, tel. +358 503 878 109 (or for recruitment process related questions HR-coordinator Johanna Montgomery, tel. +358 50 346 6428). E-mails: firstname.lastname@aalto.fi.

Aalto University reserves the right for justified reasons to leave the position open, to extend the application period, reopen the application process, and to consider candidates who have not submitted applications during the application period.

Application materials will not be returned.

We are seeking to appoint an outstanding academic to be Professor of High-Growth Entrepreneurship within the Department of Industrial Engineering and Management at Aalto University in Helsinki.

Aalto University is one of Europe’s leading research-intensive universities with a global reputation in technology, economics, and arts and design. The university champions pioneering, inter-disciplinary research and has extensive international links with universities and businesses.

As Professor of High-Growth Entrepreneurship, you will play a leading role in the intellectual development of the newly created Aalto Ventures Program, undertaking high quality research and building international partnerships. The Program is a key strategic priority for the university.

You will benefit from collaborating with leading figures in the entrepreneurship field, generous research support, the university’s extensive international network, and excellent access to entrepreneurs and decision makers in the private and public sectors. In addition, we can offer the many benefits that come with living and working in one of Europe’s leading capital cities and centres of learning, with a world leading education system.

To find out more about the role, and how to apply for it, please go to http://www.aalto.fi/en/current/jobs/professors/HGE/Candidate_Material.pdf. For additional information, please contact the Head of the Institute of Strategy, Professor Markku Maula, tel. + 358 (0)40 556 0677 (or for recruitment process – related questions HR-Coordinator Johanna Montgomery, tel. +358 (0) 50 346 6428). Emails: firstname.surname@aalto.fi. For a confidential discussion with our search consultants, please contact Christopher Lake at Syllogism on +44 (0)203 417 6076 or email him at aalto@syllogism.co.uk

The International Business group, which is part of the Department of Management and International Business, has a long and proud history. Established in 1977, the group has been a pioneer in Finland in terms of offering a full-fledged program taught entirely in English, using real-life teaching cases, and involving international visitors in delivering its courses. Teaching is all at the master’s and doctoral levels; current courses focus on international strategy, internationalization processes of small and large corporations, management of international networks, human resources, and marketing activities on a global scale. In addition, regional courses are offered that address the institutional, socio-political, cultural, and historical contexts of the EU, the Baltic States, Russia, and Asia. The International Business group also has considerable involvement in the internationally-accredited CEMS Master’s in International Management, which builds on a global alliance of 26 universities across four continents.

The group is characterized by an open and collegial atmosphere and offers a supportive environment for both qualitative and quantitative research, and hosts an active seminar series. Research funding is readily available, and conference travel allocations are generous. Members of the group have published in a variety of top-level international outlets, including Journal of International Business StudiesJournal of Management StudiesManagement International Review, and International Business Review, and are well-represented on editorial boards and in international professional organizations.

Requirements

Applicants should hold a doctorate in a relevant field. Applicants at the Associate or Full Professor level must demonstrate a strong and ongoing research record in the field of International Business or International Management and the ability and willingness to provide academic leadership. Applicants at the Assistant Professor level must demonstrate the potential for high-quality research. At all levels, evidence of teaching excellence is required.

The Aalto University School of Business is the leading business school in Finland. It holds “triple crown” accreditation (AACSB, AMBA, and EQUIS), held by only about 1% of business schools, and is located in central Helsinki. Finland has a consistently high ranking highly in quality-of-life studies, and Helsinki is renowned as a very livable city (5th and 6th in 2010, according to Monocle Magazine and The Economist Intelligence Unit).

Throughout their careers, those in the academic tenure track system are expected to exercise and guide scientific research, to provide related higher academic education, to follow the advances of their field, to participate in service to the Aalto University community, and to take part in societal interaction and international collaboration in their field.

Applicants will be reviewed on the basis of their research, teaching, and academic leadership and activity in scientific community.

Salary

Aalto University follows the salary system of Finnish universities, but applicants may also provide salary requirements.

For more Information

For additional information, please contact Professor Elizabeth L. Rose (elizabeth.rose@aalto.fi) (or, for questions pertaining to the recruitment process, contact HR-coordinator Kristina Mustonen, kristina.mustonen@aalto.fi or tel. +358 50 4674327).

How to apply

The application materials for the tenure track position include:

·         Cover letter

·         Curriculum Vitae

·         List of publications (with the most significant publications highlighted)

·         A research statement describing past research and plans for future research

·         Teaching portfolio

·         References (names and contact information of four references)

All material should be submitted in English. The application materials will not be returned.

Applications for the tenure track positions are to be addressed to the President of Aalto University and submitted to the Registry of Aalto University School of Business no later than Friday September 28th, 2012. The street address of the Registry is Lapuankatu 2, Helsinki (the Registry closes at 3.00 p.m.), and the postal address is Aalto University, P.O. Box 21230, FI-00076 Aalto, Finland. You may also submit the application by e-mail (kirjaamo-econ@aalto.fi) in pdf format.   

General instructions for applicants, including language requirements and guidelines for compiling the teaching portfolio and CV, are provided atwww.aalto.fi/en/tenure_track/for_applicant.

Aalto University reserves the right, for justified reasons to leave the position open, to extend the application period and to consider candidates who have not submitted applications during the application period.

 

The Department of Business Administration at Abdullah Gul University (AGU) invites applications for several full-time faculty positions. Successful candidates can start September, 2015. Candidates must possess a Ph.D. degree in a related field, and will be considered for positions at all academic ranks (Assistant, Associate or Full Professor). International candidates are strongly encouraged to apply. Review of applications will start immediately and continue until all positions are filled.

Candidates are expected to have expertise in one or more of the following areas: Business management, marketing, accounting, finance, production and operations management, entrepreneurship, business law, business communications, and international management; however, candidates in other areas will also be considered.

Successful candidates are expected to initiate and maintain externally funded research programs. All positions require a strong commitment to teaching excellence and student mentorship at both undergraduate and graduate levels, and service to the university and profession is expected from all candidates at all ranks. For hire at the Assistant Professor level, individuals must demonstrate exceptional academic credentials and a strong promise for a distinctive career in research. At higher ranks, evidence of research accomplishments, including successful research funding, is expected. A particularly attractive candidate characteristic is the demonstrable ability or interest to initiate interdisciplinary research and university-industry collaborations.

AGU is a recently established state university in Kayseri, Turkey with a strong foundation support that significantly supplements the state-provided resources. The university aspires to stimulate innovation and creativity in addressing global problems and to provide added value to society through focused cooperation projects that involve students, faculty, and for- and non-profit organizations. To this end, the university places great emphasis on interdisciplinary research, university-industry collaboration, and innovative teaching. The benefits of working at AGU also include eligibility for state pension and other advantages that accrue from being an employee of the state. The university offers internationally competitive salaries and benefit packages thanks to the support of the AGU Foundation.

AGU is located in Kayseri, an education center with four universities and an industrialized city in central Turkey with a population of about 1.3 million. In addition to its rapidly growing vibrant economy, the city is a transportation hub offering easy access to centers in Europe and Turkey. In addition to its renowned culinary specialties, and close proximity to Cappadocia, skiing, trekking and alpinism in Mt. Erciyes, and historical points of interest in and around the city makes Kayseri a center of attraction for many domestic and international visitors.

Applicants should submit a cover letter, curriculum vitae, statements of research and teaching philosophy, and the names and contact information of three references. Application materials should be collated into a single PDF file and e-mailed to Prof. Ayhan Altintas at BAFacultySearch@agu.edu.tr.

Applications are invited from individuals with research and teaching experience for two lecturers in marketing. The School of Management and Business (SMB) is in the early stages of a growth plan that will see academic staff numbers expand significantly. Five new appointments have been made since September 2009 and a new research centre, the Centre for International Business and Public Policy, has been created. The School welcomes applications for scholars working in the broad field of marketing, but has a particular interest in candidates with research and teaching expertise in business-to-business marketing, international marketing or political marketing.

Candidates will be expected to teach across the range of undergraduate and postgraduate programmes. The successful candidates should be in possession or nearing the completion of a doctorate, and must be able to demonstrate a good research record and teaching experience. The successful applicant will be expected to contribute to research in marketing and contribute to the School’s Undergraduate and Postgraduate programmes and PhD supervision where appropriate.

Informal enquiries may be made to Professor Steve McGuire on 01970 622200 (sbm@aber.ac.uk) or the Director, Nicholas Perdikis on 01970 622517 (nip@aber.ac.uk). Salary will be on the lecturer grade 7 or 8 as appropriate and will be dependent upon qualifications and experience. Salary in the range £32,620 - £43,840. The post is tenable from 1st October 2010 or as soon as possible thereafter.  For more information, go to http://www.aber.ac.uk/en/hr/jobs/

Management International Review Management International Review publishes research-based articles that reflect significant advances in the key areas of International Management.

Its target audience includes scholars in International Business Administration. MIR is a double-blind refereed journal that aims at the advancement and dissemination of applied research in the fields of International Management. The scope of the journal comprises International Business, Cross-cultural Management, and Comparative Management. The journal publishes research that builds or extends International Management Theory so that it can contribute to International Management Practice.

About the Focused Issue

Research on the internationalisation of the firm gained momentum in the 1970s. The dominant explanations from this period conceptualised internationalisation as a process that occurs over a period of time. Since then, internationalisation has received considerable scholarly attention.

However, while it is agreed to be a process, internationalisation of the firm is infrequently studied processually. Cross-sectional research designs dominate research in this area, and studies that pose process-based questions (i.e., in the form of ‘How does firm internationalisation evolve over time?’) are rare. Calls for longitudinal research and the inclusion of temporal dimensions are made regularly, but have not been taken up.

This inattention to process persists even though there has been considerable progress in process methods and theorising. Within the field of management, Andrew Pettigrew, Ann Langley and Andrew Van de Ven, among others, have articulated the difference between process- and variance-based research and provided a vocabulary and roadmap for process researchers.

Our aim with this focused issue is to advance understanding of how to study internationalisation as a process. We welcome conceptual and empirical papers that question mainstream variance-based assumptions, propose novel approaches and methods, and use process research to develop, challenge and extend theory in the area of firm internationalisation. We are open to qualitative submissions as well as quantitative papers based on longitudinal data.

Contributions are sought that address the following process-related questions:

1)      What process/es does internationalisation involve? This could include issues such as:

-         understanding specific phases as part of the firm’s overall internationalisation process, e.g. pre-, de- and re-internationalisation;

-         post-entry trajectories of firms (i.e. going beyond the focus on entry mode and locational choices);

-         conceiving internationalisation as a learning process, a process of organisational change, etc;

-         studying operation modes over time, e.g. franchising and foreign direct investment as a process;

-         Considering different units of analysis: not just the firm but e.g. product, business unit or business model.

2)      What methodological innovations are needed to advance understanding?

Possibilities include:

-         business history and historical methods, and other interdisciplinary approaches;

-         methodologies for studying the future;

-         quantitative approaches to longitudinal analysis;

-         ethnographic methods for studying the micro-processes of internationalisation;

-         options for studying internationalisation as a non-linear process.

3)      Once we study internationalisation as a process, what new insights do we gain? Possibilities for theoretical advances might include:

-         Applying complexity theory, co-evolutionary theory and other theories that allow for dynamic explanations;

-         Developing process theories that explain change over time;

-         Taking account of context and its changes in the internationalisation process;

-         Taking a process approach to research on (so-called) ‘Born Globals’ and INVs, the early and accelerated internationalisers;

-         (Even perhaps) rethinking the concept of internationalisation itself.

Submission Information

-         All papers will be subject to MIR’s blind review process

-         Authors should follow MIR guidelines, http://www.mir-online.de/Guideline-for-Authors.html

-         Contributions should be submitted in English, in a Microsoft Word or compatible format via e-mail attachment to catherine.welch@sydney.edu.au<mailto:catherine.welch@sydney.edu.au>

-         Questions can be addressed to any of the co-editors: Peter Liesch (p.liesch@business.uq.edu.au<mailto:p.liesch@business.uq.edu.au>), Niina Nummela (niina.nummela@utu.fi<mailto:niina.nummela@utu.fi>), Catherine Welch (catherine.welch@sydney.edu.au<mailto:catherine.welch@sydney.edu.au>)

-          For further information, see

http://www.internationalisationprocess.com<http://www.internationalisationprocess.com/>

-         Submission deadline: 31 October 2013

About the Guest Editors

Peter W. Liesch is Professor of International Business in the UQ Business School at The University of Queensland, Australia. His research interests include the facilitators and inhibitors of the internationalisation of the firm, particularly the smaller firm.

Niina Nummela is Professor of International Business at the University of Turku, Finland. Her research interests include SME internationalisation, cross-border acquisitions and mixed-methods research strategies.

Catherine Welch is Associate Professor in the Discipline of International Business at The University of Sydney, Australia. Her current research interests focus on qualitative research methodology and firm internationalisation processes.

Academic Earth is a collection of free online courses featuring videos of lectures and interviews. The content focuses on various aspects of business including accounting, economics, finance, management, and marketing.

Invitation to Combine Your 2024 Summer Vacation With a Face-to-Face  (in Person) American Conference in Thailand

 ACADEMY FOR GLOBAL BUSINESS ADVANCEMENT Presents

AGBA’s 20th  Face-to-Face (in Person) Annual World Congress on July 8---10, 2024, at the The Grand Four Wings Convention Hotel Bangkok (a Luxury 5-Star Hotel) Bangkok THAILAND http://agba.us/

CALL FOR PAPERS

Conference Theme:

"Business and Entrepreneurship Development in a Globalized and Digitalized Era”

Conference Chair

Conference Co-Chair

Conference Co-Chair

Conference Co-Chair

Keynote Speaker

Kyle S. Wells

Former Dean

College of Business

Utah Tech University

St. George, Utah,

USA

R. Scott Wheeler

Dean

College of Business

Texas A&M University at Commerce

Commerce, Texas,

USA

 

Dana-Nicoleta Lascu

Professor of Marketing

University of Richmond

Richmond, Virginia,

USA

 

 

Gary L. Frankwick

Professor of Marketing (Emeritus)

University of Texas

El Paso, Texas,

USA

 

Dheeraj P. Sharma
Director
Indian Institute of Management Rohtak
Rohtak, State of Haryana
India

Conference Brief:

The main theme of our conference is "Business and Entrepreneurship Development in a Globalized and Digitalized Era”. This conference will feature competitive papers, plenary sessions, case studies, poster presentations, student papers, and panel sessions. Submissions will be subjected to a double-blind review process and will be published in the refereed American conference proceedings (Advances in Global Business Research, ISS# 1549-9332). They would be published by Springer (Switzerland) with indexing in Scopus.

 Conference Goal:

The primary goal of the conference is to provide a unique global platform to facilitate exchange of leading edge ideas for effective advancement of knowledge in the field of Business Administration, Commerce, Economics, and Entrepreneurship. It would be achieved through multi-disciplinary presentations and discussions of current Business, Commerce, Economics, and Entrepreneurship issues in developing and developed countries.

Conference Highlights:

Major highlights of the conference would be:

  • Faculty Development Workshops;
  • Networking between Thai and global academics;
  • One-to-One Mentoring of selected doctoral students by globally renowned scholars, and
  • Global Business Forum for networking between global and Thai entrepreneurs, investors, traders, importers and exporters. 

 Manuscript Submission:

We welcome submission of manuscripts that address conference theme as well as all functional areas of Business Administration, Commerce, Economics, and Entrepreneurship. Please submit your manuscripts to our Conference Director/Program Chair at the following address:                        

Dr. Christopher J. Marquette: BS (Illinois), MBA (Illinois), Ph.D., (Texas), Assistant Professor of Finance, Department of Finance, Tabor School of Business, Millikin University, Decatur, Illinois, USA, Email: cmarquette@millikin.edu

Publication Opportunities:

Best papers presented at our conference will be eligible for publication in the Special Issues of the following Western Journals after substantial revisions.

  • Journal of Asia Business Studies, Special Issue Guest Edited by Zafar U. Ahmed), (Published by Emerald of UK and  Indexed in  Scopus as Q-1), https://www.emeraldgrouppublishing.com/calls-for-papers/defining-new-frontiers- business-research-across-asian-countries
  • Journal for International Business and Entrepreneurship Development, (Published by Inderscience of Switzerland and Indexed in Scopus as Q-2), and also Indexed in Elsevier Thomson Reuters Emerging Index --- Web of Science)
  • Journal for Global Business Advancement, (Published by Inderscience of Switzerland and indexed in Scopus as Q-4), AGBA’s Leadership Has Submitted Many Proposals for Different Special Issues to Many Prestigious Western Journals
  • A Monograph Book to be published by Springer (Switzerland)

 Deadline:

Registration and Submission Deadline is: May 15, 2024

Conference Brochure:

Please download the conference brochure from our following website: http://agba.us/

Communication:

Please contact AGBA’s President/CEO for any assistance: Prof. Dr. Zafar U. Ahmed, zafaruahmed@gmail.com

AIB-MENA 2025 Annual Conference 

Conference Theme:

Future of International Business in the AI-driven Global World

Conference Co-Chairs:  

Dr. Sadaf Khurshid, University of Wollongong in Dubai, UAE 

Dr. Jaeyoung Cho, University of Wollongong in Dubai, UAE 

Dr. Arijit Sikdar, University of Wollongong in Dubai, UAE

Dr. Saneesh Edacherian, Birmingham University, Dubai, UAE

Host Institution:  

University of Wollongong in Dubai, UAE

Join us for the 13th AIB-MENA Conference on December 15-17, 2025. This year, we will meet at the University of Wollongong in Dubai, Dubai, UAE.

We look forward to welcoming you to Dubai!

University of Wollongong in Dubai was established in 1993 and stands as the first international Australian university in the UAE. It operates as a branch campus of the University of Wollongong, which also maintains campuses in Australia, Hong Kong, and Malaysia.

We aim to provide you with a memorable experience, adding to the relevance of academic conferences as a showcase of ground-breaking research by building bridges with practitioners and society to create value that significantly transcends the forum.  

Description:
As the world enters an era of AI-driven transformation, businesses must adapt to remain competitive, resilient, and sustainable. AI is not only reshaping industries and enhancing business ecosystems but also redefining international trade, cross-border investment, and multinational enterprise (MNE) strategies. In this context, international business scholars play a critical role in examining how AI influences firm internationalization, knowledge transfer, market entry strategies, and the restructuring of global value chains. The United Arab Emirates (UAE) has emerged as a global leader in this transformation, integrating artificial intelligence, innovation, and sustainability as key pillars of its national economic strategy. AI and digital technologies are shaping the UAE’s economic diversification efforts, fostering smart cities, advancing fintech solutions, and transforming traditional industries such as energy, logistics, and finance. This raises essential questions for international business researchers regarding AI-driven competitive advantage, regulatory adaptations, and the evolving role of institutions in facilitating AI-driven economies.

This AIB-MENA chapter conference seeks to explore the profound impact of AI on international business, global strategy, and sustainable development, while addressing the opportunities and challenges AI presents across industries. AI has accelerated global economic evolution, influencing cross-border knowledge flows, global supply chains, and international collaboration among firms, governments, and academics.

From an international business perspective, AI is not just a technological disruptor; it represents a fundamental shift in organizational design, decision-making, and value creation across diverse geopolitical contexts. AI-driven business models are revolutionizing how multinational enterprises engage with markets, allocate resources, and manage risks in an increasingly volatile and interconnected global economy. This premier gathering of scholars, industry leaders, and policymakers will provide a platform to discuss cutting-edge research and practical insights into how AI, digitalization, and innovation are revolutionizing economic diversification, industrial development, business efficiency, and sustainable economic growth. The conference will also delve into the ethical considerations of AI deployment, addressing concerns such as data privacy, AI biases, regulatory challenges, and the social impact of automation. Furthermore, discussions will explore how AI is transforming the teaching and research landscape in international business, shaping the skills and competencies required for future global business leaders. This conference promises to be a transformative platform for thought leadership, innovation, and strategic insights, paving the way for a sustainable and AI-driven future in international business and global strategy.

1. AI and Sustainability in International Business

This theme explores how businesses leverage artificial intelligence (AI) to enhance sustainability and responsible business practices in global operations. Topics include AI-driven solutions for achieving Sustainable Development Goals (SDGs), optimizing green value chains, enabling circular economies, mitigating climate change, improving pollution control, and advancing corporate social responsibility (CSR). The focus is on how AI-powered innovations help firms balance profitability with ethical and environmental responsibilities, driving sustainable growth in international markets.

2. Knowledge, Innovation, Technology, and Digitalization

This theme examines the role of AI, digital platforms, and innovation networks in shaping business competitiveness. Discussions include R&D strategy, knowledge sharing, reverse innovation, big data, patenting strategies, and the impact of digital transformation on international business.

3. MNE-Government Relationships and International Business Policy

This theme focuses on the regulatory, political, and institutional factors shaping international business strategies. Topics include trade policies, institutional change, corporate diplomacy, geopolitical risks, and government intervention in an AI-driven global economy.

4. Diversity, Equity, and Fairness in International Business

This theme examines DEI (Diversity, Equity, and Inclusion) and its implications for global organizations. Topics include inclusive leadership, intersectionality, institutional DEI policies, gender diversity, race and ethnicity in IB, and social responsibility in multinational firms.

5. Global Strategy, Organization, and Value Chains

This theme explores how MNEs optimize their global strategies, supply chains, and organizational structures in response to digitalization and AI-driven market shifts. Topics include outsourcing, reshoring, entry strategies, parent-subsidiary relationships, and competitive strategies.

6. Internationalization Process of SMEs and International Entrepreneurship

This theme focuses on how SMEs and startups expand internationally, exploring themes such as born-global firms, entrepreneurial ecosystems, cross-border networking, and innovation-driven internationalization.

7. Teaching and Education in International Business

This theme addresses evolving IB teaching methodologies in response to AI and globalization. Topics include blended learning, experiential education, internationalized curricula, and technology-enhanced learning tools.

8. International Finance, Accounting, and Corporate Governance

This theme examines financial and governance strategies in a globalized economy, covering international taxation, financial inclusion, fintech, green finance, shareholder activism, and board diversity.

9. International Marketing

This theme explores how businesses adapt marketing strategies to international markets, examining cross-cultural consumer behavior, digital marketing, branding, and AI-driven customer engagement.

10. International Human Resource Management and Cross-Cultural Management

This theme investigates HRM strategies in multinational firms, covering expatriate management, cultural intelligence, cross-border leadership, and global workforce dynamics.

11. General Track

This theme welcomes submissions beyond the listed themes, including novel methodologies, theorizing approaches in IB, and historical perspectives on international business.

Why Attend?

- Engage with leading scholars, policymakers, and business leaders on cutting-edge AI and business research.
- Discover how AI and sustainability are reshaping international business models and economic development.
- Network with global professionals, industry experts, and researchers at interactive sessions and panel discussions.
- Gain insights into regional and global AI policies, ethical implications, and corporate governance in an AI-driven world.
- Participate in workshops and educational forums on AI-driven research methodologies and strategic business innovation.

This conference promises to be a transformative platform for thought leadership, innovation, and strategic insights, paving the way for a sustainable and AI-driven future in international business.

Save the Dates:
Submission System Opens: 2 June 2025
Paper submission deadline for papers, panel proposals, and PDWs: 1 August 2025 
Decision Notifications: 1 September 2025
Registration Deadline for Presenters: 3 November 2025
Early Bird Registration Deadline: 20 October 2025
Regular Registration Deadline: 22 November 2025a
Late Registration Deadline: 8 December 2025
On-Site Registration Availability: 15-17 December 2025

Join us as we explore the Future of International Business in the AI-Driven Global World!

Should you have any questions, do not hesitate to email: jaeyoungcho@uowdubai.ac.ae ; sadafkhurshid@uowdubai.ac.ae   

The Academy of Management provides interactive teaching tools and resources for those interested in the field of international management. The site contains exercises for teaching and learning in different countries as well as providing exercises and case studies pertaining to management on a global scale.

The competitive landscape has been shifting in recent years more than ever. Globalization, rapid technological changes, codification of knowledge, the Internet, talent and employee mobility, increased rates of knowledge transfer, imitation, changes in customer tastes, the obsolescence of products and business models – have all caused a turbulent environment and accelerated changes and disruptions. These trends are expected to continue in the future, producing ever more rapid and unpredictable changes. Current concepts such as sustained competitive advantage, resource-based view, and strategic planning have been deemed vague, tautological, and inadequate for companies to cope with the rate and complexity of environmental and market changes (e.g., Kraaijenbrink, Spender and Groen, 2010; Lado, Boyd, Wright and Kroll, 2006).

In a chaotic environment in which markets emerge, collide, split, evolve, and die one of the primary determinants of a firm’s success is strategic agility, the ability to remain flexible in facing new developments, to continuously adjust the company’s strategic direction, and to develop innovative ways to create value. There is a tension between formal processes of strategic planning that require strategic commitments for a course of action and opportunistic strategic agility. Strategic planning has been criticized for preparing plans for tomorrow based on yesterday’s actions, concepts, and tools. Although strategic planning can help in specific situations, it usually creates an inertia that prevents fast adaptation when circumstances change or market discontinuities occur. Strategic agility requires inventing new business models and new categories rather than rearranging old products and categories. To cope with growing strategic discontinuities and disruptions, scholars have suggested the creation of strategically agile companies, including new ways for managing business transformation and renewal, developing dynamic capabilities, creating imitation abilities, maintain a high level of organizational flexibility, developing learning and knowledge transfer skills, using adaptive corporate culture, optimizing human resource scalability, and more (e.g., Doz and Kosonen, 2010; Dyer and Ericksen, 2005; Eisenhardt and Martin, 2000; Shenkar, 2010a; Weber, Tarba, and Reichel, 2011; Wilson and Doz, 2011).

The goal of this special issue is to stimulate authors to redefine the spectrum of means and processes available to create and use strategic agility. The issue challenges authors to provide the frameworks that managers can use to integrate, develop, and reconfigure competences and resources required to deal with hypercompetitive markets. Given markets discontinuities and the rapidly increasing pace of change, companies need new and agile paradigms.

We invite papers that focus on strategic agility in both the national and international arenas. We encourage contributions that address but are not limited to the following topics:

What are the origins, components, and outcomes of strategic agility?

What are the roles of early warning systems, communication, learning, scanning, knowledge transfer, training, managerial rotation, and rewarding in the development of strategically agile companies?

What is the relationship between strategic agility on one hand and organizational flexibility, modular organizational forms, conflicts and confrontations, dynamic capabilities (Eisenhardt and Martin, 2000), imitation (Shenkar, 2010b), cultural characteristics (Weber, Tarba, and Reichel, 2011), human resource management (Shafer, Dyer, Kilty, Amos, and Ericksen, 2001) and other existing and emerging concepts?

What insights can perspectives from strategy, economics, organizational behavior, international management, psychology, sociology, anthropology, and other disciplines provide into the nature, antecedents, processes, and effects of strategic agility?

Do strategic sensitivity and resource fluidity (Doz and Kosonen, 2008; 2010) create only a temporary advantage or can they improve performance in both short and the long term?

What is the role of strategic agility in mergers and acquisitions, given their high failure rate? For example, what is the importance of strategic agility components at the pre-merger planning stage (e.g., due diligence, scanning, and screening), the negotiation stage (Weber, Belkin, and Tarba, 2011), and during post-merger integration? What is the effect of various practices (communication, training) within the context of different national cultures (Weber, Rachman-Moore, and Tarba, 2011), and of integration approaches such as symbiosis (Weber, Tarba, and Rozen Bachar, 2011) and hybrid integration (Schweizer, 2005) on strategic agility?

What are the profiles of strategically agile multinational corporations?

Do changes in partners' resources and capabilities cause loss of flexibility to joint ventures, resulting in a high rate of failure? When and how should new modular organization forms be applied in the creation of strategic alliances?

When should management embrace intuitive, improvisational, and action-oriented forms of decision making for the sake of effectiveness?

Please bear in mind that CMR publishes primarily original articles that are research based and address issues of current concern to managers.

SUBMISSION

To consider your manuscript for publication in this special issue, submit your paper by February 29, 2012 to the official CMR website, indicating the title of the special issue.
All papers should meet the submission requirements of CMR: http://cmr.berkeley.edu/submission_guidelines.html . 
The papers will be sent for review following CMR’s standard review process, coordinated by the guest editors. The final decisions about publications will be made by the CMR editor.
Please indicate in your text why and how your paper will appeal not only to scholars but also, and especially, to managers.
For further information, please contact the CMR co-guest editor for this special issue, Prof. Yaakov Weber yaakovw@colman.ac.il .

REFERENCES
Doz, Y.L and Kosonen, M. 2008. The dynamics of strategic agility: Nokia's rollercoaster experience. California Management Review, 50 (3), 95-118.
Doz, Y.L and Kosonen, M. 2010. Embedding strategic agility. Long Range Planning, 43, 370-382.
Dyer, L. and Ericksen, J. (2005). In pursuit of marketplace agility: Applying precepts of self-organizing systems to optimize human resource scalability. Human Resource Management, 44 (2), 183–188.

Eisenhardt, K. M. and Martin, J. A. 2000. Dynamic capabilities: What are they?  Strategic Management Journal, 21, 1105-1121.
Goldman, S. L., Nagel, R. N., and Preiss, K. 1995. Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer. van Nostrand Reinhold.
Kraaijenbrink, J., Spender, J.-C., and Groen, A. J. 2010. The resource-based view: A review and assessment of its critiques. Journal of Management, 36 (1), 349-372.
Lado, A. A., Boyd, N. G., Wright, P., and Kroll, M. 2006. Paradox and theorizing within the resource-based view. Academy of Management Review, 31 (1), 115-131.
Shafer, R. A., Dyer, L., Kilty, J., Amos, J., and Ericksen, J. (2001). Crafting a human resource strategy to foster organizational agility: A case study. Human Resource Management, 40 (3), 197–211.
Shenkar, O. 2010a. Copycats: How Smart Companies Use Imitation to Gain a Strategic Edge. Harvard Business Press.
Shenkar, O. 2010b. Imitation is more valuable than innovation. Harvard Business Review (April), 1-3.
Schweizer, L. 2006. Organizational integration of acquired biotech companies into pharmaceutical companies: The need for a hybrid approach. Academy of Management Journal, 48 (6), 1051–1074.
Weber, Y., Belkin, T., and Tarba, S.Y. 2011. Negotiation, cultural differences, and planning in mergers and acquisitions. Proceedings of the EuroMed Academy of Management 2010 Annual Conference, 1249-1257. Nicosia, Cyprus, November 2010.
Weber, Y., Rachman-Moore, D., and Tarba, S.Y. 2011. Human resource practices during post-merger conflict and merger performance. International Journal of Cross-Cultural Management. Forthcoming.
Weber, Y., Tarba, S.Y., and Reichel, A. 2011. International mergers and acquisitions performance: Acquirer nationality and integration approaches. International Studies of Management & Organization, 41 (3), 9 - 24.
Weber, Y., Tarba, S. Y., and Rozen Bachar, Z. 2011. Mergers and acquisitions performance paradox: The mediating role of integration approach. European Journal of International Management. 5 (4), 373 - 393.
Wilson, K. and Doz, Y. L. 2011. Agile innovation. California Management Review, 53 (2), 6 - 26.

The United Nations (UN) set the agenda to achieve sustainable development by securing the commitment of 193 countries to adopt the Sustainable Development Goals (SDGS). The SDGS represent an ambitious challenge to end all forms of poverty, tackle climate change while promoting economic prosperity and inclusion by the end of year 2030. The 17 goals put forward are: 1) No poverty; 2) Zero hunger; 3) Good health and well-being; 4) Quality education; 5) Gender equality; 6) Clean water and sanitation; 7) Affordable and clean energy; 8) Decent work and economic growth; 9) Industry, innovation, and infrastructure; 10) Raise your voice against discrimination; 11) Sustainable cities and communities; 12) Responsible production and consumption; 13) Climate action; 14) Life below water; 15) Life on land; 16) Peace, justice, and strong institutions; and 17) Partnerships for the goals. Detailed information on the 17 goals can be found here: https://www.un.org/sustainabledevelopment/

States and non-state organizations are called to work together and collaboratively and contribute with financial resources, knowledge, and expertise. In this context, this Special Issue focuses on the role of colleges and universities in achieving sustainable development.

Submissions for the Special Issue could relate, but are not limited, to the following topics:

  • Innovative pedagogical approaches to teaching and learning toward sustainable development
  • Administrative, academic, and student-led initiatives in sustainability
  • Inclusion of sustainable development topics in the curriculum: stand-alone, cross-disciplinary and trans-disciplinary programs
  • Campus design for sustainability
  • Partnerships between universities and stakeholders to achieve sustainable development
  • Overcoming resistance and skepticism among students and staff
  • Teacher competencies in sustainable development
  • Assessment of student learning in sustainable development

Comprehensive reviews, case studies, and research articles that focus on statistical analyses are invited for submission to this Special Issue. Please contact Patricia Kanashiro (pkanashiro@loyola.edu) with questions.

Manuscript submission information

Deadline for submissions: March 30, 2019

Manuscripts should be submitted online at https://raep.emnuvens.com.br/raep and can be written in English, Spanish, or Portuguese. Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the instructions author page.

About RAEP

Administração: Ensino e Pesquisa (RAEP) (ISSN 2358-0917) is the first academic publication in Brazil aimed at disseminating the very latest research in Administration/Management teaching and research. It is published 3 times a year by the Brazilian National Association of Undergraduate Courses in Administration (ANGRAD) for the academic community: students, professors, researchers and academic managers of courses and programs in Administration.

The journal is classified in stratum B1 of the Administration, Accounting and Tourism Qualis-CAPES. The journal is Abstracted/Indexed in Cengage, Ulrich's, EBSCO, ProQuest, Web of Science, Spell, Cengage Learning, DOAJ, DIADORIM, LatinREV and it is published 3 times a year.

Editors

Patricia Kanashiro, Ph.D. (Loyola University Maryland, United States)

Cristiane Benetti, Ph.D. (ICN Business School, France)

Janette Brunstein, Ph.D. (Universidade Presbiteriana Mackenzie, Brazil)

Eric Talavera Campbell, MRe (Education Quality Accreditation Agency-EQUAA, Peru)

Friedemann Schulze-Fielitz, M.A. (EFMD GN Americas, United States)

The School of Business at Universidad Adolfo Ibáñez (UAI) seeks candidates for full-time faculty positions in the areas of Strategy/International Business/Family Business starting March or July 2016. Rank is open. The positions are based in Santiago or Viña del Mar, Chile.

Requirements: Candidates must have been granted or nearly completed a PhD in Management or a related field. Applicants must demonstrate excellent research and teaching skills. Proficiency in both English and Spanish is recommended. More senior candidates should have teaching experience and a competitive research record that must include publications in peer-reviewed journals.

Strategy area: Faculty members in the Strategy area conduct research with a variety of approaches in strategy, international business, and family business. Professors have diverse disciplinary backgrounds, and enjoy a high level of independence in their research and teaching endeavors. The faculty in the area has published in leading academic journals including the Academy of Management Journal, Administrative Science Quarterly, Management Science, Journal of Management, and Journal of Consumer Research.

Institution: Universidad Adolfo Ibáñez’s Business School (http://www.uai.cl/facultades/escuela-de-negocios), the first business school in Latin America, was founded in 1953. Its academic programs are among the best in the region. During the last 5 years, UAI’s MBA has been consistently ranked among the top three MBA programs in Latin America (http://www.americaeconomia.com). The Business School has a full-time faculty of 75 professors with expertise in areas such as: strategy, marketing, finance, economics, operations research, organizational behavior, accounting, innovation and entrepreneurship, leadership, and general management. The global mindset of our school is also reflected in the fact that 35% of our faculty comes from abroad. UAI has four campuses, equipped with state of the art technology. Two of them are located in Santiago. Another one is in Chile’s coastal city of Viña del Mar, which is close to the port of Valparaíso. The fourth campus is in Miami, Florida. UAI’s Business School provides management education to more than 5,000 students enrolled in undergraduate and graduate programs. In 2006, UAI became the first Latin American university to open a business school in the U.S., offering a Multinational MBA(http://www.adolfoibanez.com) program for top executives from Latin America. In 2008, it created Chile’s first Ph.D. Program in Management. More recently, UAI’s Business School teamed up with UCLA to offer a dual degree Global Executive MBA (http://www.anderson.ucla.edu/x32927.xml) with residential sessions in Los Angeles, Miami, Santiago and São Paulo. UAI’s Business School is accredited by AACSB International, the Association of MBAs (AMBA), and EQUIS.

Application process: Candidates should submit a cover letter, a current curriculum vitae, three letters of reference, publications, and a job market paper (identified as such). Applications should be sent to faculty.recruiting@uai.cl. Recommenders may submit letters directly. Review of applications will begin immediately and continue until the positions are filled.

***We will be conducting interviews in the Academy of Management Annual Meeting in Vancouver and the Strategic Management Society Annual International Conference in Denver, so please let us know if you are attending any of those conferences***

The School of Business at Universidad Adolfo Ibáñez (UAI) seeks candidates for full-time faculty positions in the areas of Strategy/International Business starting March or July 2015. Rank is open. The positions are based in Santiago or Viña del Mar, Chile.

Requirements: Candidates must have been granted or nearly completed a PhD in Management or a related field. Applicants must demonstrate excellent research and teaching skills. Proficiency in both English and Spanish is recommended. More senior candidates should have teaching experience and a competitive research record that must includes publications in peer-reviewed journals.

Institution: Universidad Adolfo Ibáñez’s Business School (http://www.uai.cl/negocios) is the oldest business school in Latin America. Its academic programs are consistently ranked among the best in the region. In the last three years, América Economía ranked UAI’s MBA program as top three in Latin America (http://www.americaeconomia.com). The Business School has a full time faculty of 70 professors with expertise in areas such as: strategy, marketing, finance, economics, operations research, OB, accounting, innovation and entrepreneurship, leadership, and general management. The global mindset of our school is also reflected in the fact that 30% of our faculty comes from abroad. UAI has four campuses, equipped with state of the art technology. Two of them are located in Santiago. Another one is in Chile’s coastal city of Viña del Mar, which is close to the port of Valparaíso. The fourth campus is in Miami, Florida. UAI’s Business School provides management education to more than 5,000 students enrolled in undergraduate and graduate programs. In 2006, UAI became the first Latin American university to open a business school in the U.S., offering a Multinational MBA (http://www.adolfoibanez.com) program for top executives from Latin America. In 2008, it created Chile’s first Ph.D. Program in Management. More recently, UAI’s Business School teamed up with UCLA to offer a dual degree Global Executive MBA (http://www.anderson.ucla.edu/x32927.xml) with residential sessions in Los Angeles, Miami, Santiago and São Paulo. UAI’s Business School is accredited by AACSB International and the Association of MBAs (AMBA).

Application process: Candidates should submit a cover letter, a current curriculum vitae, three letters of reference, publications, and a job market paper (identified as such). Applications should be sent to esteban.koberg@uai.cl. Recommenders may submit letters directly. Review of applications will begin immediately and continue until the positions are filled.

***We will be conducting interviews in the Academy of Management Annual Meeting in Philadelphia, so please let us know if you are attending AoM***

Institutional theory has become one of the most important perspectives in international business in recent years. Researchers have applied theories from neoinstitutional economics and sociology to study how characteristics of the global, regional, country, and industry environments influence the strategies and performance of multinational enterprises. Studies have illustrated the importance of institutional variation for a wide range of constructs, including diversification, foreign direct investment, governance, innovation, organizational learning, and social networks. 

Whereas institutional theory has been helpful in highlighting why and how the rules of the international business game may change in different contexts, many studies have relied on constructs, frameworks, and mechanisms developed outside of the international business field. Our goal with this volume is threefold. First, we would like to encourage international business and management scholars to design new theoretical frameworks of institutions for the different levels of the business environment. Second, we would like to invite institutional theorists to outline potential new theoretical directions for international business researchers. Third, we wish to publish a collection of original ideas that will provide the foundation for future doctoral dissertations and other research projects in international business.

We hope the volume will provide a forum for thought-provoking theoretical ideas, discussions, reviews, and methodological advances owing to its format and our review process. Although we expect to receive mostly theoretical papers, we are open to empirical submissions using different methodological approaches with institutional theory as their main theoretical lens. Furthermore, we welcome papers that are aimed at improving measures of institutions and proposing suitable methods for testing institutional effects.

Information on past AIM volumes and contributors can be found at this link:
http://www.emeraldinsight.com/books.htm?issn=1571-5027.

Submission Information
• Authors should submit an electronic copy of their proposal (5 single-spaced pages) to Laszlo Tihanyi (ltihanyi@tamu.edu) by September 15, 2011.
• Authors with selected proposals will be encouraged to attend a session at the Strategic Management Society Annual Conference in Miami on November 6, 2011.
• Submission deadline for full papers: December 15, 2011.
• Submission deadline for revised papers: February 20, 2012.
• Publication date of AIM volume: July 1, 2012.

For additional information, please contact:
Laszlo Tihanyi
B. Marie Oth Associate Professor in Business
Department of Management
Mays Business School
Texas A&M University
College Station, Texas 77843-4221
Tel: 1-979-845-2825
E-mail: ltihanyi@tamu.edu
http://people.tamu.edu/~ltihanyi/
 

 Guest editors

  1. Valentina De Marchi (ESADE)
  2. Mehmet Demirbag (University of Essex)
  3. Ismail Gölgeci (Aarhus University)
  4. Ans Kolk (University of Amsterdam)
  5. Sven Kunisch (Aarhus University)

Background

The global business landscape is undergoing profound shifts as the challenges posed by environmental degradation and climate change become increasingly prominent. Businesses operating across borders impact environmental sustainability in profound ways, ranging from resource extraction (Ghauri et al., 2021) to greenhouse gas emissions (Patnaik, 2019), in their own operations and through their supply chains (Kim & Davis, 2016). The role of international business (IB) in shaping and responding to these challenges, while definitely not new to the academic field (Kolk, 2016), has come into sharper focus in recent years (Yu et al., 2023).

Concerns about planetary boundaries have entered the management literature (e.g., Howard-Grenville & Lahneman, 2021; Whiteman et al., 2013), and growing societal pressures are starting to be reflected in policymaking and corporate intentions and practices. Despite earlier insights on the interaction between institutions and multinational enterprises (MNEs) – be it home- and host-country contexts and or international rule-setting on green issues (e.g. Pinkse & Kolk, 2012; Pisani et al., 2019) – in-depth studies on the complexities relevant to this day and age are relatively scarce and incremental. Existing paradigms and approaches to environmental sustainability fall short of recognizing and addressing the profound challenges that exist (Nadeau, 2008) and there is thus a need for a fundamental reconsideration, with the natural environment being at the top of the agenda.

Such scholarly work is particularly important given the mounting evidence that business activities profoundly impact the natural environment. Various literatures have drawn attention to the loss of biodiversity, potable water, and clean air and soils (e.g., George et al., 2015; Howard-Grenville & Lahneman, 2021; Müller et al., 2016), and how the changing climate threatens the survival of humankind (Rockström et al., 2023; Rockström et al., 2009; Steffen et al., 2015). There are tremendous challenges associated with the creation and implementation of clean energy supply chains (Aflaki & Netessine, 2017), especially concerning the use of critical materials/minerals, requiring circularity (Ciulli et al., 2020) and careful, forward-looking planning considering the environmental implications (Aflaki & Netessine, 2017). The introduction of digital technologies to smoothen international operations offers the potential for addressing environmental concerns but also has shortcomings, which are often unforeseen (Ciulli & Kolk, 2023).

Overall, there is a profound and high-priority imperative for a paradigm shift away from “sustainable” efficiency measures and toward the transformational approaches required to establish equitable and restorative IB policies and practices. Such a paradigm shift and transformational approaches to the connection between the natural environment and IB require profound knowledge about the complex interactions between MNE activity and the natural environment, as well as to provide advice to practicing managers and policymakers.

Aim of the Special Issue

This special issue seeks to turn the spotlight on the ‘natural environment’ so that scholars in IB and cognate fields can inform practice and policymaking while advancing and moving the research frontier to include societal relevance. For example, instead of viewing the natural environment as exogenous, there is a need to study externalities, endogenize the natural environment, and understand how adverse effects can be avoided.

            Recent years have seen the launch of several policy proposals to reverse incentives for the better, but how and what MNEs are responding to and/or anticipating such changes and dealing with trade-offs is largely unknown. MNEs may also have contradictory and unexpected influences on the natural environment worldwide, especially when accounting also for their value chains, and must often make difficult choices to address pressing issues in the natural environment. While traditionally the so-called “pollution haven effect”, which threatens the natural environment in emerging markets and around the globe (Berry et al., 2021), has received most attention, more recent insights point at not just a ‘race to the bottom’ but also ‘race to the top’ effects (Bu & Wagner, 2016; Pisani et al., 2019). It is crucial to better understand the dynamics for replacing incentives to evade by solutions for truly addressing environmental problems as desired by policy professionals (e.g., how carbon credits can truly help reduce emissions, pollution, and environmental harm rather than just creating a market for offsetting).

            We strongly encourage empirical studies and exploratory inductive work with clear relevance for current and future policymaking, considering that a range of countries are taking steps to further environmental sustainability and net-zero technology development.

The objectives of this special issue include:

  • Advancing new perspectives and evidence on IB and the natural environment, including protection, potential restoration, circularity, and redesign towards greener global value chains (GVCs);
  • Developing and extending theories with policy implications that bridge natural and social sciences or fundamentally embed legal insights to advance IB research on environmental sustainability;
  • Developing the connection between IB and public policy by critically examining the impact of policies on MNEs and vice versa.

Prospective authors should note that the purpose of JIBP is to publish policy-relevant research related to IB issues. Work submitted to the special issue is expected to build on the existing body of knowledge as built up in the journal since its creation in 2018, and we also direct attention to the editorials, commentaries, and perspective pieces published as guidance. The guest editorial team will work with the newly established Policy Impact Advisory Committee to optimize the consolidation and extension of scholarly debates on IB and the natural environment that are informative for policy professionals.

Examples of Topic Areas of Interest

1)      Actors (stakeholders and institutions):

  • How do international sustainability standards (e.g., by ISSB) influence MNEs’ policies and activities? How do regulatory frameworks in relation to environmental concerns influence MNEs and their GVCs? How do these approaches come about considering societal pressures and business lobbying?
  • What is the role of supra-national institutions in monitoring and influencing MNEs’ natural resource strategies? What are the interactions between trade policies, environmental regulations, and IB strategies?
  • How do new trends, such as sustainable consumption and citizens resorting to courts, influence global markets and MNEs? What is the role of different stakeholders in policymaking to further environmental sustainability, and what are the differential effects across countries and regions?

 

2)      Strategies:

  • What are the strategic approaches of MNEs towards environmental stewardship? How do MNE innovation and technology transfer contribute to environmental sustainability? What are MNE strategies for climate change adaptation and mitigation in global markets?
  • Given the level of urbanization and changing global demographics, how do MNEs contribute to the scarcity and distribution of resources such as water, land, air, and food? How do the paradoxes MNEs face in relation to the use and depletion of critical materials, as well as the implications of their extraction on biodiversity and communities, relate to their design and governance of IB activities?
  • What is the potential of nearshoring, onshoring, local production, and geographic route optimization in global supply chains in supporting the natural environment? What are the dynamics of cross-border collaboration for environmental protection in the context of IB?

 

3)      Governance and GVCs:

  • What policy instruments can help countries capture an externality (such as technology spillovers) from GVCs? How can countries coordinate FDI to prevent rent-seeking and misallocating capital and increase environmental benefits from GVCs?
  • How might an increase in the use of Industry 4.0 type of advanced/digital technologies (e.g., artificial intelligence) affect GVCs from the point of view of the natural environment and different actors/stakeholders in society? What will be the environmental effects of further digitalization in general and specific technologies in particular?
  • How do justice, power asymmetry, inclusion, engagement, and empowerment between supply chain partners from different countries influence the natural environment? When and where do GVC governance choices enable environmental upgrading in GVCs?

 

4)      Complexities and dynamics:

  • For example, what are the consequences of supply chain tensions in the natural environment and planetary restoration? How do the paradoxes associated with the use and depletion of critical minerals and their policy implications relate to GVC design and governance?
  • What are the temporal dynamics in the interactions between IB and the natural environment? For example, what is the connection between temporal scaling, temporal non-stationarity, and the natural environment in IB? What is the role of MNEs’ time horizons in preserving and restoring the natural environment?

Envisioned Impact

The special issue directly relates to a range of policy initiatives taken in recent years (or still in the works) to promote sustainability and reduce the impact of governments, citizens, and firms on the natural environment while promoting innovation. Examples include the EU’s Green Deal and Net-Zero Industry Act and the Inflation Reduction Act in the US. International organizations as well as standard setters are also considering the best ways to promote sustainability (sometimes under the ESG heading).

 

Submission and Review Process

Submitted manuscripts must adhere to the scope, standards, format, and editorial policy of the Journal of International Business Policy (JIBP). “Author Guidelines” and the JIBP Style Guide for Authors must be followed. Full paper submissions to the special issue will be reviewed as soon as they are received – the submission system opens 4 months before the SI deadline. As papers are accepted, they will be published on the JIBP Online First page on a rolling basis, irrespective of the timing of the other papers of the SI, to ensure quick publication process. Published SI papers will all be part of the same SI electronic collection, but might be published in different issues.

 

15 May 2024               JIBP’s Manuscript Central portal opens for full paper submissions

15 September 2024     Final deadline for submission of full papers via JIBP’s MC portal

September 2025          Expected publication of SI articles (published online on a rolling basis)

Special Issue Call for Papers:

Advancing Sustainable Development Goals and the Business Connection

Suggested Topics: Sustainable Business Practices, Corporate Social Responsibility, Inclusion and Diversity, Ethics, Impact of Business related to Global Development Goals.

Send manuscripts to editor@journalofbusinessleadership.online NLT May 31, 2021

Make sure to consult the JBL Author Guidelines and Manuscript Formatting Information (http://journalofbusinessleadership.online/)  prior to submitting your manuscript.

The Journal of Business Leadership is listed in Cabell’s and indexed in the Library of Congress (ISSN ISSN 2164-4454 (online) ISSN 2164-4462 (print).  It is a peer-reviewed journal that publishes quality research related to business and leadership.

The Journal of Business Leadership provides an ongoing forum for academic researchers to exchange information and research on both theoretical development and empirical analysis related to business and leadership issues. It publishes academic research articles that contribute to the advancement in business and leadership studies.

There is little doubt of the growing importance of China in the global economy.  Getting access to the large consumer markets in China is an increasingly pressing issue for global advertisers. Advertising in China has developed at a rapid pace as China has evolved from a limited central-planned economy to a globally-focused economic superpower.  This massive change in the advertising industry and supporting infrastructure along with the growing consumer affluence makes China a prime target for global advertisers.  The rapid changes being experienced within China argue for cutting-edge research into the nature of advertising in China and the impact of advertising on Chinese consumers.

Therefore the Journal of Advertising Research (JAR) editorial team is calling for research into advertising and its place and role in Chinese society.  The deadline for submissions is January 31, 2017.

The following list is an indicative, but not exhaustive, list of possible areas for submissions:

  • Chinese consumer reactions to advertising content and media
  • Cultural issues and their impact on advertising/promotions in China
  • Insight into the infrastructural facilitators/impediments to advertising industry development in China
  • Neuroscience insights and Chinese viewer behavior
  • The use of celebrity endorsements in Chinese advertising
  • Efficacy of different media in reaching various Chinese audiences
  • The explosion of mobile in China and advertising strategies
  • Ethical issues in Chinese advertisements
  • Corporate social responsibility and advertising in China
  • Social media use in China
  • The impact of e-commerce on advertising media and creative

A preference is for empirical papers, but theoretical/conceptual papers will be considered if they provide a major advancement of understanding.  Papers should be about building advertising theory and improving advertising practice.  Given our strong practitioner readership, please place particular emphasis on practitioner implications of the research findings.

Optimal length for papers is 6,000 words, with shorter papers encouraged.  Authors can use appendices for material useful, but not central, to the paper. 

Any questions or to submit abstracts for feedback – please contact the Executive Editors:  Professor John B.  Ford for North American submissions (jbford@odu.edu) and Professor Jenni Romaniuk for submissions from other locations (Jenni@MarketingScience.info).

The emerging demographic context for the research and practice of human resource management (HRM) is unprecedented. Demographic shift in the form of ‘ageing societies’ has become recognized among academics and policy-makers as a growing economic challenge to organizations globally and to those operating from within so-called ‘developed’ economies in particular. Whereas some emerging economies and, by extension, some nationally-defined labor markets such as Turkey and Indonesia are experiencing rapid population growth and lower average ages among their populations, others such as Germany and Japan are experiencing a sharp fall in indigenous birth rates and simultaneously a rapidly ageing working population. In short, demographic shift in the form of ageing societies has become a key challenge to HRM policy-makers and practitioners across organizational, sectoral, regional, and national boundaries. 

In this Special Issue we focus attention on two leading global economies, each giving context to historically comparable HRM systems: Germany and Japan. Each nationally defined system is under pressure to maintain equilibrium by seeking alternative working conditions or end-of-career pathways for older employees. At the national level, the response in each case might translate into policies for targeted immigration, increasing employment and career opportunities for women, or the raising of retirement ages in certain sectors. At an organizational level, HRM responses might become manifest in the re-negotiation of company pension and other compensation and benefit systems or the re-designing of work conditions and / or career pathways for older employees. 

The emerging situation is both dynamic and, as stated previously, unprecedented. Consequently, organizations in both Germany and Japan are under pressure to formulate and implement innovative HRM strategies in response to the opportunities and threats to productivity that current global demographic trends are creating. 

Call for Contributions

In the broader demographic context of ‘ageing societies’, this Management Revue Special Issue represents an attempt to identify and compare patterns of responses among HRM practitioners and policy-makers in German and Japanese organizations operating and competing across a range of business sectors. For the purpose of continuity across contributions we interpret ‘ageing societies’ as segments of nationally defined labor markets comprising current or potential employees at the age of fifty and over. In the specific context of markets for employment and career development so defined in Germany and Japan, we are looking for contributions on the following themes:

  • Responding to the employment and career expectations of employees aged fifty and over in the German manufacturing sector 
  • Responding to the employment and career expectations of employees aged fifty and over in the Japanese manufacturing sector
  • Responding to the employment and career expectations of employees aged fifty and over in German public sector organizations
  • Responding to the employment and career expectations of employees aged fifty and over in Japanese public sector organizations
  • Responding to the employment and career expectations of employees aged fifty and over in German service sector organizations 
  • Responding to the employment and career expectations of employees aged fifty and over in Japanese service sector organizations

Notes:

The Editors also welcome expressions of interest from potential contributors offering to write on themes that connect generally with those specified above.  

The Editors especially welcome contributions in the form of joint collaborations between German and Japanese HRM researchers and practitioners.

Final contributions will be around 5,000 words in length.

The Editors undertake to provide full editorial support to contributors who are relatively new to preparing contributions for publication in a quality management journal through the medium of international English: initial offers to contribute can be submitted in English, German or Japanese.

Regardless of each contributor’s language of preference, the Editors undertake to engage all contributors in a cross-national dialogue that should both strengthen the cohesion of the discussion across contributions and establish a global network of HRM scholars and practitioners that endures beyond the publication of this Special Issue.

Deadline

Full papers for this Special Edition of ‘Management Revue’ must be with the editors by February 28th, 2015. All submissions will be subject to a double blind review process. Please submit your papers electronically via the online submission system at http://www.management-revue.org/submission/ ‘SI Ageing Societies – HRM’ as article section.

Hoping to hear from you!

Keith Jackson (keith.jackson@soas.ac.uk), SOAS, University of London and Doshisha University, Japan

Philippe Debroux, Soka University and Chuo University, Japan

Ahmedabad University (AU) is a private, non-profit, liberal education driven research university rapidly developing into a serious center for scholarship. Since its inception in 2009, the University has made strides in global collaborative research, broad based contextual and flexible curriculum, project based learning, and industry linkages thus creating a unique learning environment. Amrut Mody School of Management (AMSOM) at AU has over 2500 students across various programmes under the umbrella of Management covering the entire range from undergraduate to Doctoral degrees and certificate programmes for practitioners.

We invite applications for faculty positions at all levels. Candidates at the Assistant Professor level must demonstrate the capability for carrying high quality research and should have completed or be in the final stages of completing their Ph.D. Associate Professors should have a track record of research and teaching. Professors are additionally expected to provide academic leadership at the School.

Applications are invited from candidates in all fields of Management including Accounting, Communications, Economics, Entrepreneurship, Finance, Human Resources, Information Systems, Operations Management, Operations Research, Organizational Behavior, Public Policy, Statistics, and Strategy.

Interested candidates may send their CV, list of references and samples of recent research output to deanamsom@ahduni.edu.in. Information about Ahmedabad University and AMSOM is available at www.ahduni.edu.in.

Special Issue Editors

Xianghua LuFudan University (lxhua@fudan.edu.cn)

Noman ShaheerThe University of Sydney (noman.shaheer@sydney.edu.au)

Weiguo Zhong, Peking University (zwg@gsm.pku.edu.cn

Lin Tian, Fudan University (tianlin@fudan.edu.cn)

Jianyu Zhao, Harbin Engineering University (zjy@hrbeu.edu.cn)

Supervising Editor: Chinmay Pattnaik, University of Sydney (chinmay.pattnaik@sydney.edu.au)  

 

In today’s era marked by rapid technological advancements, the confluence of Artificial Intelligence (AI) and organizational change emerges as a pivotal area for academic inquiry. AI, characterized as the pinnacle of computational progress reflecting human cognitive abilities, has evolved from an ambitious concept to a tangible reality. This evolution is reshaping business operations, strategic management, organization management and innovation management significantly (Berente, Gu, Recker, & Santhanam, 2021, p. 1435; Chen, Li, & Zhang, 2022; Fountaine, McCarthy, & Saleh, 2019). The adoption of AI technologies, including Large Language Model (LLM), machine learning, robotics, image recognition algorithms, and natural language processing, is not only augmenting decision-making processes but also fostering the creation of innovative products and services (Agrawal, Gans, & Goldfarb, 2018; Brynjolfsson & McAfee, 2014). This paper’s call to action is to examine the diverse effects of AI on organizational management and processes, emphasizing the necessity for extensive and cross-disciplinary studies in this rapidly changing and complex area (Bughin et al., 2018; Hirschberg & Manning, 2015).

 AI’s widespread application in various organizational sectors has brought about a paradigm shift in strategic management and decision-making (Kaplan & Haenlein, 2019; Krakowski, Luger, & Raisch, 2023). AI’s capacity to analyze large datasets and predict trends is revolutionizing strategic planning, steering companies toward more data-driven and well-informed decisions (Davenport, Guha, Grewal, & Bressgott, 2020). This revolution is transforming not just conventional planning techniques but also establishing a new framework that incorporates AI insights for effective, long-term strategy and risk management (Fountaine, McCarthy, & Saleh, 2019). Concurrently, AI is driving a transformation in leadership and managerial approaches. Decision-making processes are becoming increasingly data-dependent, necessitating leaders to enhance their comprehension of AI’s potential and its broader implications (Brynjolfsson & McAfee, 2017). This change is spurring a shift in organizational culture, with a growing focus on innovation and adaptability (Iansiti & Lakhani, 2020; Sarwar, Gao, & Khan, 2023).

AI’s influence in organizational frameworks extends well beyond mere technological innovation and integration, impacting every aspect of business operations. AI presents vast opportunities for streamlining efficiency, innovating products and services, and securing a competitive advantage (Agrawal, Gans, & Goldfarb, 2018). Its role in automating routine tasks liberates valuable resources for operational initiatives (Brynjolfsson, Mitchell, & Rock, 2018) but also enhances decision-making accuracy through predictive analytics (Waller & Fawcett, 2013). In customer service, AI's presence is notable with the implementation of AI-driven chatbots and virtual assistants (Huang & Rust, 2018), and within human resources, it plays a crucial role in streamlining talent acquisition and management processes (Raisch & Krakowski, 2020). Nonetheless, while AI offers these benefits, it also introduces complex challenges, such as ethical issue, privacy concerns the implications of automation on operations management (Bughin et al., 2018). Consequently, organizations are tasked with the crucial responsibility of striking a balance between leveraging AI’s advantages and its responsible, ethical deployment, ensuring adept navigation in this new era of technology (Dignum, 2019).

AI technologies, such as machine learning, deep learning, and natural language processing, are reshaping the landscape of entrepreneurship (Chalmers, Shaw, & Carter, 2020). They provide novel tools for entrepreneurs to innovate, automate, and optimize various aspects of their ventures, from idea generation to scaling operations. For instance, AI can automate routine tasks, enhancing efficiency and freeing resources for innovations initiatives. The entrepreneurial landscape is changing due to AI's ability to predict trends and automate decision-making processes. This shift requires entrepreneurs to adapt their business models and strategies to harness AI's full potential. Future research in entrepreneurship should focus on understanding these changes, particularly how AI influences venture formation, decision-making processes within firms, and the overall outcomes of entrepreneurship, including financial returns and societal impacts.

 AI is also rapidly transforming the landscape of international business, reshaping trade theories and policy implications. The burgeoning role of AI in global trade emphasizes the significance of economies of scale and knowledge creation (Olan et al., 2022). Firms with extensive datasets can generate more accurate predictions, leading to a competitive edge in the international market (Goldfarb & Trefler, 2018). This advantage is further augmented by the economies of scope, where AI's application across various domains within a company enhances its market position. However, the process of knowledge diffusion in AI exhibits a dual nature: while academic research and publications facilitate global knowledge sharing, the concentration of AI expertise in specific global tech hubs like Silicon Valley and Berlin indicates that much of AI's tacit knowledge remains regionally clustered. The strategic trade policy landscape is also being redefined by AI, with economies of scale, knowledge externalities, and the prominence of superstar scientists taking center stage. Privacy regulations have emerged as a critical factor in the AI-driven international business realm. Stricter privacy laws can constrain firms' innovative capabilities by limiting data accessibility, potentially leading to a competitive disadvantage in the global AI market. This scenario raises concerns about a potential "race to the bottom" in privacy standards, where countries might compete for AI industry investment through more lenient data usage policies.

Moreover, the advancement of AI signifies a shift from the industrial era to the information age, markedly improving data processing, business intelligence, and operational efficiencies across various industries (Bharadwaj, El Sawy, Pavlou, & Venkatraman, 2013). The integration of AI is particularly revolutionary, redefining organizational approaches to problem-solving and decision-making (Leonardi & Treem, 2020). As AI technologies continue to mature, they present new theoretical challenges, particularly in complex fields like neural networks and managing data uncertainty (Jordan & Mitchell, 2015). This dynamic environment underscores a range of emerging topics, including the application of machine learning in the expanding role of data science, and the deployment of deep learning in diverse sectors such as healthcare and environmental sciences (Agrawal, Gans, & Goldfarb, 2019).

Despite these technological strides, the assimilation of AI into existing systems necessitates significant investments, the upskilling of employees, and addressing critical issues around data privacy and security (Martin, 2019). Implementing AI effectively requires comprehensive change management strategies. This involves preparing the workforce for AI-driven alterations, promoting an innovative and learning-centric culture, and updating employee skills to match new technological requisites (Kane, Palmer, Phillips, Kiron, & Buckley, 2017). Therefore, the integration of AI into the business is significantly altering the employment landscape, presenting a mix of challenges and opportunities in workforce management (Chowdhury, Budhwar, Dey, Joel-Edgar, & Abadie, 2022). AI is transforming workplace functions, evident in its use in AI-enabled recruitment processes utilizing facial recognition and in automating sales operations (Tambe, Cappelli, & Yakubovich, 2019). While these innovations are remarkable, they also raise concerns about employee privacy and the potential adverse effects of labor optimization on the workforce (De Stefano, 2020). AI's application in tasks requiring complex reasoning, such as those involving advanced language models, prompts critical reflections on its influence on human involvement in judgment, decision-making, and creative endeavors (Daugherty & Wilson, 2018). The key challenge for organizations is to adapt to these transformations, fostering effective human-AIcollaboration, and addressing the ramifications of AI-driven decisions on organizational learning and individual career trajectories (Boudreau & Lakhani, 2017).

Comprehending the dynamics of how AI catalyzes organizational change is imperative for leaders and policymakers. The Asia pacific region provides an excellent context to explore and extend the organizational change research considering the substantial and intensive application of AI in this region. In addition, the Asia pacific region differs from other geographical regions in terms of political and socio-cultural contexts, which provides an opportunity for alternative conceptualizations of AI and organizational change.     

In this special issue of Asia Pacific Journal of Management (APJM), we provide an opportunity for scholars to address both under-researched areas and unresolved issues related to a shared understanding of AI and organizational change. We welcome manuscripts on a large variety of topics, especially seeks contributions that deepen the understanding of AI’s role in organizational innovation and transformation, particularly emphasizing its impact on management. This invitation is extended to authors to engage in and enrich the ongoing conversation on the intricate relationship between AI and organizational change. Studies that provide unique insights of AI and organizational change in the contexts of Asia Pacific region with innovative methodologies are especially encouraged. A representative, but by no means exhaustive, listing of topics includes:

1.  Strategic Management in an AI-Driven Era: How is AI redefining competitive advantage in various industries, and what implications does this have for strategic planning and execution? Studies in this domain could provide valuable insights into strategically leveraging AI for business growth and competitive advantages.

2. AI-Driven Innovation, Strategic Innovation Management in New Technology Context: How does AI contribute to organizational learning and innovation? What role does AI play in enhancing the production and service innovation process within organizations? How does AI enable organizations to capitalize on open innovation and collaborative ecosystems? How can AI drive disruptive innovation in established industries?

3. Entrepreneurship in the Age of AI: How does AI empower entrepreneurs in identifying and capitalizing on new market opportunities? In what ways can startups leverage AI to gain a competitive edge in rapidly evolving markets? What are the challenges and opportunities for entrepreneurs in building AI-driven business models?

4. Navigating Global Markets with AI and Strategies for International Business Expansion and Adaptation:How can AI assist companies in navigating the complexities of international markets and global competition? In what ways does AI enable businesses to adapt their products and services for diverse international markets? How does AI influence the decision-making process in international mergers, acquisitions, and partnerships?

5. AI Integration in Organizational Systems: How does the strategic incorporation of AI redefine organizational goals and competitive dynamics? What strategic planning is required to synchronize AI initiatives with long-term business strategies and objectives? How can AI integration ensure agility and adaptability in a rapidly evolving business environment?

6.  AI and the Evolution of Organization Management: What impact does AI have on organizational structures, cultures, and processes? This line of inquiry aims to explore how AI-induced changes are reshaping organizational dynamics, redefining employee roles, and transforming the overall workplace environment. The goal is to understand AI's transformative potential for organizational design and culture (Zuboff, 2019) , the new skill sets required in AI-enhanced work environments, and strategies to nurture effective collaboration between humans and AI systems (Kellogg et al., 2020).

7. AI-Driven Decision Making in Organizations: How does AI influence decision-making processes at various organizational levels? This area of study should investigate the impact of AI on different tiers of decision-making, exploring how AI tools can enhance human judgment and decision-making abilities.

8. AI as a Strategic Tool in Enhancing Business Operations: How can AI-driven analytics strategically enhance the operations management in modern organization? What are the strategies for leveraging AI in streamlining operational processes and improving productivity? In what ways can AI contribute to the development of long-term relationships with business partners and improve value creation among ecosystems?

9. Ethical Dimensions of AI in Organizations: What ethical considerations arise from the deployment of AI in organizational contexts, and how can these be effectively managed? Investigations in this field should examine the ethical implications of AI, focusing on issues such as data privacy, algorithmic bias, and the formulation of ethical AIframeworks (Martin, 2019).

 

Further Details are available at: https://link.springer.com/journal/10490/updates/26984326

AIB Insights is a peer-reviewed journal that publishes Actionable International Business Insights. Short (~2500 words), topical, thought-provoking articles should be akin to written “TED Talks”, with an applied/actionable focus that is heavy on insights, but light on references, jargon, and methods. These insights must be relevant to the international business community of researchers, practitioners, policy makers, and educators. With this call, we invite submissions that offer novel and applied insights pertaining to international business in the context of South Asia.

The influence of the South Asia region is growing quickly in the international business community. The region includes the countries of Bangladesh, Bhutan, India, the Maldives, Nepal, Pakistan, and Sri Lanka, with Afghanistan also included in some definitions, and includes almost 2 billion people (around 25% of the global population). The region is characterized by extensive diversity, pertaining to culture, language, and political perspectives.

Economically, South Asia has been described as the world’s most rapidly-growing subregion (Song, 2019), with projected growth rates of about 6% for the current year. The mean GDP (PPP) per capita is around US $8,000 ranging from $2,456 (Afghanistan) to $30,888 (Maldives). While India is the region’s economic leader, other countries, including Bangladesh and Pakistan (both listed as part of the Next Eleven countries by Goldman Sachs in 2005), are making substantial advances. The economic strengths for the countries in the region vary widely, and include agriculture (Afghanistan, Bhutan, Nepal, Pakistan), electronics (Bangladesh), fishing (Maldives, Afghanistan, Sri Lanka), forestry (Afghanistan, Bhutan), pharmaceuticals (India), shipping and aviation (Sri Lanka), software (India), textiles and apparel (Bangladesh, Pakistan), and tourism (Maldives, Afghanistan, Sri Lanka).

South Asia offers a fascinating context in which to consider cross-border business. Substantial emigration from the region, along with the recent trend of members of the diaspora returning home to take part in growing economies and other opportunities, create interesting dynamics. Remittances from migrant workers also form a major component of several South Asian economies. Many of the region’s nations experience uneven wealth distribution, female participation in the labor force, and access to education – along with a prevalent informal sector.

Overall, South Asia provides a wide range of opportunities for examining international business issues in a dynamic context. We welcome papers that offer insights into a broad range of topics pertaining to undertaking international business in the region.

Submission Process
Colleagues interested in submitting to this Special Issue should consult the AIB Insights Editorial Policy and use the Online Manuscript Submission System. Please mention “Special Issue: South Asia” in your cover letter when submitting your manuscript.

Timeline
The deadline for submission of a full manuscript is 15th April 2025. We anticipate that the Special Issue will be published in the first half of 2026. Note that, to accelerate the process, manuscripts submitted prior to the submission deadline will be reviewed upon receipt.

MEETING ANNOUNCEMENT: SPECIAL JOINT CONFERENCE

A special joint conference of the AIB-Africa and the AIB-US-Northeast Chapters will be held at Nairobi, Kenya from January 6 – 9, 2020. The conference will be hosted by the Chandria School of Business at the United States International University - Africa (USIU-A).

CALL FOR PAPERS

While much of the business world is facing unprecedented disruptions due to a combination of factors such as climate change, growing protectionism across the world, gradual erosion in the authority of international trade bodies, and the rise of technologies that threaten millions of jobs, the continent of Africa is experiencing rapid economic growth. Together with a few East- and South-Asian countries, several African countries such as Ethiopia, Kenya, Rwanda, and Tanzania rank among the fastest growing economies in the world. Despite this impressive economic performance, the continent of Africa has not received as much attention from academia as some other regions of the world. The conference will bring together the latest research on the prospects and perils of doing business in Africa and also feature the current thinking on how the business world can cope with the disruptions unleashed by forces beyond the control of individual firms or governments.  

Competitive papers, extended abstracts, work-in-progress papers, and proposals for special sessions are invited for the topic areas listed below. Papers, cases and proposals in pedagogy related areas are welcome as well. While submissions from all business disciplines will be considered, those focusing on the conference theme and the continent of Africa will be given special consideration. Doctoral and other students are encouraged to submit papers. There is a special discount on registration fee for students. A limited number of invited papers will also be presented by some distinguished academics and business executives.

All submissions will be blind reviewed, and a select number of papers will be published in the conference proceedings. Publication in the proceedings does not preclude subsequent publication in other journals when proper acknowledgements are made.  By submitting a manuscript, the author(s) certifies that it is not copyrighted or previously published, has not been presented or accepted or is not currently under review for presentation at another professional meeting. At least one author must register for the conference. If more than one author presents the paper, each presenter must register.

BEST PAPER AWARD

The Best Paper Award, based on the recommendations of reviewers, will be given during the Gala Dinner on January 8, 2020.  All full-length papers related to Africa and/or the conference theme submitted before the deadline will automatically be considered for the Best Paper Award.

PROGRAM TRACKS & CHAIRS

  • Track 1: International Marketing & Entrepreneurship
    • Track Chair: Dr. Michael Ngoasong, Open University, UK
  • Track 2: Ethics, Corporate Governance & Social Responsibility
    • Track Chair:  Dr. Sujata Gadkar-Wilcox, Quinnipiac University & Oxford Consortium
  • Track 3: Business & Economic History and International Business
    • Track Chair: Professor Macharia Munune, United States International University-Africa, Kenya
  • Track 4: Governments, NGOs, Global Institutions & State-Owned Enterprises
    • Track Chair:  Dr. Beatrice Maisori, Riara University, Kenya
  • Track 5: Cross-Cultural Management, International HRM & Leadership 
    • Track Chair:  Dr. Raphael Oseghale, Swansea University, UK
  • Track 6: International Accounting, Economics and Finance
    • Track Chair: Dr. George Achoki,  United States International University-Africa, Kenya
  • Track 7: Strategic Management
    • Track Chair:  Dr. Veronica Kaluyu, United States International University-Africa, Kenya
  • Track 8: Cases and Pedagogical Innovations
    • Track Chair:  Dr. Xiaohong He, Quinnipiac University.
  • Track 9: Foreign Direct Investment Theory and Practices
    • Track Chair:  Professor Shibli Rubayat Ul Islam, Dhaka University, Bangladesh
  • Track 10: Student Papers
    • Track Chair:  Dr. Martin Kang'ethe, Riara University, Kenya

SUBMISSION GUIDELINES

Following the AIB “rule of three”, no author should be associated with more than three submissions. The manuscripts should be typed in a single Microsoft Word document containing all exhibits and figures.

  1. All competitive papers should be double-spaced, NOT to exceed 25 pages (excluding the Title page and references) and follow APA writing style (https://owl.purdue.edu/owl/research_and_citation/apa_style ).
  2. Abstracts (up to one page) and work-in-progress papers (3-4 pages) describing an ongoing research project can be submitted. However, such papers will not be considered for best paper awards.
  3. Proposals for special sessions (symposia or panels) focusing on a single issue, single country, or single region are welcome. Any such special session would have a moderator and 3-4 presenters offering their unique perspectives. A proposal for a special session should not exceed three pages and should include the topic and purpose of the session, the names and affiliations of participants, complete address of all presenters including phone number and email address. All presenters of a special session must register for the conference and be present at the time of the presentation.
  4. All submissions must have a SEPARATE title page with the title of the paper, the name(s), affiliation(s), and complete address of all authors including phone number and email address.
  5. In case of multiple authors, the name of the correspondence author should be clearly indicated.

All submissions must be submitted by November 15, 2019 to AIBNEA@quinnipiac.edu. Electronic submissions will be acknowledged by return e-mail upon receipt. Acceptance decisions will be made by November 30, 2019. Specific instructions will be sent to the authors of accepted manuscripts along with the acceptance notification. The tentative conference program will be uploaded on the website of AIB-Africa and AIB-US-NE by December 15, 2019.

REGISTRATION

The deadline for pre-registration is December 15, 2019. The pre-registration fee is $175 (Ksh 17,500/-) and $75 for students (Ksh 7,500).

An additional $50 will be charged for registration after December 15. Registration includes a copy of conference proceedings, most meals during the conference, a reception, refreshments between sessions, and the Gala Dinner. Some sightseeing and tours to Maasai market and factory/tea garden will be organized.

Those wishing to join AIB or renew their membership must do so online through the AIB Webpage (https://aib.msu.edu/membership/).

OPTIONAL ACTIVITIES (SEPARATE FEES APPLY)

Wild Safari tour to Nairobi National Park (half-day) – $50 USD on January 6 morning.

Seven-day Trip to Masai Mara /Amboseli National Park – $620 USD (either before or after the conference)

HOTEL AND TRAVEL ARRANGEMENTS

The host university, USIU-A, has made special arrangements with two nearby hotels that will provide a special discount to conference attendees. Conference attendees must make their own reservation using a code to be provided with the acceptance letters by the conference organizers.

Safari Park Hotel:  $140/day (including breakfast and tax) 

Kenya Utalii Hotel: $ 80/day (including breakfast and tax)

For more information, please contact Professor Mohammad Elahee (AIB-US-NE) mohammad.elahee@quinnipiac.edu; Professor Abel Kinoti (AIB-Africa) akinoti@riarauniversity.ac.ke; or Dean Teresia Linge (USIU-A) aib@usiu.ac.ke.

The Faculty of Economics and Business at ILADES - Universidad Alberto Hurtado invites applications for an Assistant Professorship in Strategy and Management starting at the earliest possible date. A doctoral degree (or near completion) and a strong commitment to both research and teaching are required. The candidate is expected to conduct research and to contribute actively to the activities of the Faculty. Candidates should demonstrate strong research potential and capacity for effective teaching at graduate and undergraduate levels. The candidate must be able to teach in Spanish, although proficiency in English is also required.

Consideration of applicants will begin immediately, and applications will be accepted until the position is filled. Applicants should submit a curriculum vita, a cover letter stating interest and qualifications, the names, addresses, telephone numbers of at least three professional references (or three reference letters) and any other document the applicant considers to be relevant. Applications must be sent to Gloria Martinez: gmartine@uahurtado.cl, indicating “Application Assistant Professor” in the subject of the email.

The Alexander Street Store produces and distributes academic materials to strengthen and supplement university, secondary, and vocational instruction. The site offers informative videos and presentations for a fee. Content is available for streaming or in a physical format. Specific topic areas include business, communication, economics, law, management, and marketing.

The American Association of Community Colleges (AACC) is the national organization that supports community colleges through various policy initiatives, research, and outreach programs. Their website includes information about the organization, accredited colleges they represent, advocacy information, and research publications. The website also has a section with tools and resources pertaining to community college issues.

The Kogod School of Business at American University invites applications and nominations for a tenure-line appointment with specialization in regional innovation to begin in Fall 2016. The faculty position will be open rank, including appointment as Assistant, Associate, or Full Professor. Depending on qualifications, the appointee may be recommended for tenure at the time of hiring. Applicants should have a Ph.D. in appropriate fields including, but not limited to, management, strategy, information technology, technology management, finance and real estate, economics, or international business with primary focus on regional innovation and possible secondary interests in regional economy and digital innovation. Candidates must be strongly committed to excellence in scholarly research and should be effective teachers.

We welcome applications from candidates engaged in high-quality scholarship in the areas of regional innovation, geography of innovation, regional economy, industry studies, and/or digital innovation. The successful candidate will be expected to provide thought leadership to our Business in the Capital strategic focus. Preference will be given to candidates who have a strong academic background and are actively engaged with the community of practitioners and policy makers. Candidates applying to the Associate and Full Professor ranks should have a track record of high quality scholarship, outstanding teaching, and demonstrated leadership in academic and professional communities.

Salary and benefits are competitive. Review of applications will begin immediately and will continue until the position is filled. An application must include a cover letter, a current curriculum vitae, copies of all teaching evaluations, and three references. Candidates shall submit all application materials electronically via Interfolio (http://apply.interfolio.com/30143 ). Candidates who wish to be considered for the Academy of Management screening should submit all materials by 5 pm EDT July 24, 2015.

Requests for information should be directed to:

        Professor Gwanhoo Lee, Regional Innovation Search Committee Chair
         c/o Ms. Takei Roach, Kogod Academic Affairs Coordinator
         Kogod School of Business, American University
         4400 Massachusetts Avenue N.W., Washington, D.C. 20016-8044
         Tel: (202) 885-1963          Email: kogodfacultyapps@american.edu

American University is a private institution within easy reach of the many centers of government, business, research, and the arts located within the nation’s capital.  For more information about American University, see http://www.american.edu/.

Established in 1955, the Kogod School of Business offers both undergraduate and graduate degree programs and is one of the leading business schools in Washington, DC. Kogod encourages interdisciplinary study through collaboration with other academic programs within American University. Learn more about Kogod at http://www.kogod.american.edu/.

American University is an equal opportunity, affirmative action institution that operates in compliance with applicable laws and regulations.  The university does not  discriminate on the basis of race, color, national origin, religion, sex (including pregnancy), age, sexual orientation, disability, marital status, personal appearance, gender identity and expression, family responsibilities, political affiliation, source of income, veteran status, an individual’s genetic information or any other bases under federal or local laws (collectively “Protected Bases”) in its programs and activities.  American University is a tobacco and smoke free campus.

Social Issues in Management/Strategic Management

Kogod School of Business, Management Department

 

The Department of Management at the Kogod School of Business, American University, Washington, D.C. invites applications and nominations for a one-year renewable full-time non-tenure position for Academic Year 2014-15.

Qualifications include:

  • Ph.D. or Master’s degree in appropriate field of Management (global corporate citizenship, business and society, or strategic management).
  • Candidates at the Master’s level should have several years of relevant management experience
  • Demonstrated excellence in teaching social issues in management and/or strategic management at undergraduate and graduate levels.  
  • Strong commitment to service.
  • Regionally located professionals preferred

Responsibilities include:

  • High quality undergraduate and graduate teaching in two subject matters: 1) global corporate citizenship, business and society, social issues in management, and 2) strategic management
  • Participation in department, school, and university activities

Rank:  Instructor, Professional Lecturer, Senior Professional Lecturer, or Executive-in-Residence depending on qualifications

Salary:  Competitive  

 

Review of applications will begin immediately and continue until the position is filled.  Please email a letter of application, curriculum vita, copies of teaching evaluations, and three references to:

Takei Roach, Academic Affairs Coordinator

Kogod School of Business

American University

4400 Massachusetts Avenue NW

Washington, DC 20016

takei@american.edu

202-885-1963

 

For further information:  http://www.kogod.american.edu

American University is a tobacco and smoke-free campus. American University is an equal opportunity, affirmative action employer committed to a diverse faculty, staff, and student body. Women and minorities are strongly encouraged to apply.

American University Washington, D.C. American University (AU) seeks a visionary, strategic, global, and energetic leader to serve as Dean of the School of International Service (SIS), commencing no later than July 1, 2022. This is an exceptional opportunity to lead one of the world's top schools of international affairs, located in the heart of the nation’s capital, and uniquely focused on international service. SIS's global prominence, multidisciplinary breadth, and commitments to grappling with the world’s greatest challenges--including global health, climate change, political insecurity, economic crises, inequity, racism, and migration--are anchored in the high quality of its academic programs, the wide-ranging scholarly and policy contributions of its faculty, and its preparation of global leaders for careers in an increasingly diverse field.

American University is a private doctoral university chartered by Congress in 1893. Today, AU enrolls about 14,000 students from every U.S. state and more than 120 countries and is home to more than 900 full-time faculty and 700 adjunct faculty. AU offers a rich array of graduate and undergraduate programs through seven colleges and schools. Since its founding in 1957, AU's School of International Service has answered President Dwight D. Eisenhower’s call to prepare students of international affairs to “wage peace.” SIS is not just a school of foreign service, international relations, or even international affairs, but a school of international service. It supplies the world with leaders ready to serve. SIS produces transformational research and prepares graduates for global service in government, nonprofits, and business. SIS students learn from more than 115 full-time faculty – drawn from disciplines including Political Science, Economics, Sociology, Anthropology, Geography, and History — whose expertise includes international development, global health, communication, energy, peacebuilding, state building, diplomatic practice, foreign policy, security, gender, migration, violence, and the environment. Students and faculty alike benefit from an active international network of more than 25,000 alumni. SIS has a reputation for supporting interdisciplinary approaches to global problems, and is known for its innovative approaches to research, theory, and pedagogy in international affairs. Students graduate prepared to combine knowledge and practice and to serve the global community as emerging leaders. More information can be found at https://www.american.edu/sis/.

As the chief executive of SIS, the dean reports to AU’s provost and is responsible for all activities within the school, as well as working across the institution to support and implement the university's bold strategic plan, Changemakers for a Changing World. The dean must be someone who can tell SIS's unique story to multiple audiences and constituencies. The dean provides strategic, intellectual, and creative leadership to faculty, staff, and students, and is responsible for fundraising, public positioning, budget planning, financial management, internal administration, and program development efforts.

The ideal candidate will be a collaborative leader with a background in international affairs or global leadership, a distinguished record of academic achievement, outstanding professional accomplishment related to international affairs, a global perspective, and cultural humility. Normally, the successful candidate will have an earned doctorate or its equivalent and the scholarly achievements necessary to satisfy the requirements of a tenured professor in SIS. Applications from exceptional candidates without an earned doctorate or equivalent, but with substantial professional experience relevant to SIS’s mission and needs, are also welcomed. Nominations and applications (letter of interest and full curriculum vitae) should be submitted to the WittKieffer consultants assisting American University with this search by accessing the WittKieffer Candidate Portal here (https://candidateportal.wittkieffer.com/description?jobID=22952). Additional inquiries may be directed to AUSISdeansearch@wittkieffer.com, and the complete leadership profile may be found at www.wittkieffer.com.

To ensure full consideration, applications should be submitted before February 7, 2022. Applications received after this date may be considered at the discretion of the Search Committee.

American University is an equal opportunity, affirmative action institution that operates in compliance with applicable laws and regulations. The university does not discriminate on the basis of race, color, national origin, religion, sex (including pregnancy), age, sexual orientation, disability, marital status, personal appearance, gender identity and expression, family responsibilities, political affiliation, source of income, veteran status, an individual’s genetic information, or any other bases under federal or local laws (collectively “Protected Bases”) in its programs and activities.

AMERICAN UNIVERSITY OF ARMENIA (AUA) (an affiliate of the University of California) invites applications and nominations for the position of Dean of the College of Business and Economics (CBE).

AUA is a privately endowed, independent American institution of higher education in the Republic of Armenia that is affiliated with the University of California. AUA is accredited by the Accrediting Commission for Senior Colleges and Universities of the Western Association of Schools and Colleges (WASC). The CBE currently offers a Master’s degree in Business Administration. A BA program in Business is planned to start in Fall 2013, as is an MA program in Economics. The College currently has 130 students in its MBA program. By 2017, the College is expected to have more than 600 students.

Responsibilities: Reporting directly to and working closely with the Provost, the Dean of CBE will provide academic and administrative leadership, strategic planning, and play a key role in developing the BA in Business and MA in Economics programs and in advancing the goals of the University. The leading candidates will have distinguished records of scholarship, a commitment to education and research; the capacity to advance the CBE’s academic mission and interests; demonstrated experience in strategic planning, personnel management, budget development and management in academic setting; proven record of recruiting and retaining highly qualified faculty and students; capacity to engage with multiple constituencies, including students, faculty, staff, and alumni, as well as leaders in the business, political, social and governmental sectors.

Qualifications: Candidates must have an earned doctorate degree in Economics or Business or a closely-related field, a strong record of research in economics or business, evidence of successful teaching and administrative abilities, and strong leadership credentials. Previous experience in an international setting and knowledge of Armenia, NIS countries and the Middle East is preferred but not required.

Requirements: This full-time position requires the incumbent to reside in Armenia. Compensation: AUA offers competitive compensation and benefits packages. Nominations and applications will be accepted until the position is filled. To apply for this position please send a letter of interest, a CV, and arrange for three letters of reference by email to gaiane@auac.net. The applications can also be mailed to the following address: American University of Armenia Corporation, 300 Lakeside Drive, 7th Floor, Oakland, CA 94612, Attn: Gaiane Khachatrian, Recruitment, Personnel and Public Relations Manager; Fax: +1 510-208-3576. AUA is an affirmative action, equal opportunity employer. http://www.aua.am

AMERICAN UNIVERSITY OF ARMENIA (AUA)

(an affiliate of the University of California)

Dean of the College of Business and Economics

AUA invites applications and nominations for the position of Dean of the College of Business and Economics (CBE).  AUA is a privately endowed, independent American institution of higher education in the Republic of Armenia that is affiliated with the University of California. AUA is accredited by the Accrediting Commission for Senior Colleges and Universities of the Western Association of Schools and Colleges, 985 Atlantic Avenue, #100, Alameda, CA 94501.

The CBE currently offers a Master’s degree in Business Administration. A BA program in Business started in Fall 2013, as did an MS program in Economics. The College currently has 230 students in its MBA program and 168 first-year undergraduate majors By 2017, the College is expected to have more than 600 students.

Responsibilities: Reporting directly to and working closely with the Provost, the Dean of CBE will provide academic and administrative leadership, strategic planning, and play a key role in building and implementing the BA in Business and MS in Economics programs and in advancing the goals of the University.   The leading candidates will have distinguished records of scholarship, a commitment to excellence and innovation in education and research; the capacity to advance the CBE’s academic mission and interests; demonstrated experience in strategic planning, personnel management, budget development and management in academic setting; proven record of recruiting and retaining highly qualified faculty and students; capacity to engage with multiple constituencies, including students, faculty, staff, and alumni, as well as leaders in the business, political, social and governmental sectors. 

Qualifications: Candidates must have an earned doctorate degree in business, economics, or a closely-related field; a strong record of research and teaching in business or economics; evidence of successful administrative abilities, and strong leadership credentials at the dean or department chair level in a high aspirational and complex university.  Previous experience in an international setting through teaching, research or international residency, and knowledge of or interest in Armenia, NIS countries and the Middle East are preferred but not required.

Requirements: This full-time position requires the incumbent to reside in Armenia.

Compensation: AUA offers competitive compensation and benefits packages.

Nominations and applications will be accepted until the position is filled.

To apply for this position please send a letter of interest, a CV, and arrange for three letters of reference by email to academicjobs@aua.am The Search Committee will carefully review candidate applications and qualifications and, when appropriate, will contact references and professional colleagues.

AUA is an affirmative action, equal opportunity employer.

http://www.aua.am

The Suliman S. Olayan School of Business (OSB) at the American University of Beirut (AUB) is inviting applications from outstanding candidates to fill academic positions at the ranks of Assistant Professor / Associate Professor / Full or Visiting Professor in the Management Marketing and Entrepreneurship Track. Although various disciplines related to this track are encouraged to apply, we are particularly interested in receiving applications focused on the following areas:

  • Marketing (including any of its subspecialties such as retail and sales management)
  • Entrepreneurship
  • Human Resource Management

Requirements

Applicants for Assistant Professorship positions should have a promising research record or evidence of a strong research potential in the areas listed above. Applicants for Associate and Full Professorships should have a track record of commensurate research and teaching achievements. Successful candidates will be expected to conduct high quality research in their field and to teach at the undergraduate, graduate and executive levels. 

AUB is an Equal Opportunity Employer and OSB is AACSB accredited, that offers the following benefits and Allowances (more info)

  • Educational allowances
  • Housing benefits
  • Home leave travel
  • Periodic paid research
  • Annual leave
  • Policies governing travel and baggage allowances

Your cover letter, CV and other supporting documents should be uploaded online via: Apply Here

Any inquiries should be directed to:

Ms. Layan Sarkis
Suliman S. Olayan School of Business
American University of Beirut
P.O. Box 11-0-236
Beirut-Lebanon
Fax: 961-1-750214

ls37@aub.edu.lb

Applications should be received between November 15, 2015 and January 15, 2016 for appointment in the Fall of the academic year 2016–2017. Please note that you are encouraged to apply early as applications are considered on a rolling basis until the positions are filled.

American University of Sharjah School of Business Administration Department of Management Sharjah, United Arab Emirates (UAE)

FACULTY POSITION IN HUMAN RESOURCES MANAGEMENT: The Department of Management at the American University of Sharjah invites applicants for a faculty position in Management to begin in the Fall 2017 semester. Candidates with interest and prior experience in teaching courses in human resources management, cross-cultural management, and organizational behavior are especially encouraged to apply. Appointments are available at the rank of Assistant Professor (starting), Assistant Professor (senior), and Associate Professor. Visiting appointments will be considered. The salary is competitive, commensurate with experience, and is tax free in the UAE. Free housing, paid utilities, and other excellent benefits are also provided.

JOB QUALIFICATIONS: Candidates must have a Ph.D. degree in Human Resources Management or Organizational Behavior from an AACSB-accredited or EQUIS-accredited university. Assistant Professors must have demonstrated competency in pursuing research and teaching in the field of Human Resources Management. Appointments at the senior levels require an established research record. A successful candidate must be able to teach at both the undergraduate and graduate levels.

APPLICATION PROCEDURE: To apply, please e-mail a cover letter explaining your interest in the program, your curriculum vita, and the contact information of at least three references to Ms. Karen Leschke, Assistant to the Dean, School of Business Administration at deanofsba@aus.edu. Additional documents will be solicited from qualified candidates. Applications will be accepted until the position is filled.

ABOUT THE SCHOOL OF BUSINESS: The School of Business Administration currently enrolls over 1,400 undergraduate and 120 graduate students and was recently ranked the #1 Business School in the Arab region by U.S. News. The School of Business Administration offers the Bachelor of Science in Business Administration degree with majors in Management, Accounting, Economics, Finance, Management Information Systems, and Marketing. The School also offers a Bachelor of Arts in Economics degree. Graduate degrees include the Master of Business Administration and the Master of Science in Accounting. A Ph.D. program was approved by the AUS Board of Trustees in 2015 and is expected to be launched in the near future. The School of Business Administration is accredited by the Association to Advance Collegiate Schools of Business (AACSB) and recently completed a successful reaccreditation review.

ABOUT THE UNIVERSITY: The American University of Sharjah is a private, independent, co-educational, equal-opportunity institution accredited by the Middle States Commission on Higher Education. In addition to the School of Business Administration, the university includes the College of Engineering, the College of Arts and Sciences, and the College of Architecture, Art, and Design, serving over 6,000 students. The university curricula, teaching standards, and employment norms are based on the American model of higher education. The University is located on a beautiful campus in Sharjah’s University City and is only a short drive to Dubai.

The Department of Management at the American University of Sharjah, invites applications for a full-time visiting faculty position starting Fall 2013.  The appointment will be at the rank of assistant, associate, or full professor. The appointment is for one year.  The salary is tax free, in the UAE, competitive, and commensurate with experience.  Free housing, paid utilities, and other excellent benefits are also provided.


JOB QUALIFICATIONS: All candidates must have a Ph.D. degree in Management from an AACSB or EQUIS-accredited university, an established research record and senior applicants must have a capacity to mentor junior faculty in their research. A successful candidate must be able to teach at the undergraduate and graduate levels in the areas of Strategy and/or Organizational Behavior and Leadership..

APPLICATION PROCEDURE: To apply please e-mail a cover letter explaining your interest in the program, your CV, and the contact information of at least three references to deanofsbm@aus.edu. More documents will be solicited from qualified candidates.  Deadline for the initial application is December 20, 2012. 

ABOUT THE UNIVERSITY: The American University of Sharjah is an equal opportunity institution accredited with both the Middle States Association in Delaware and the Ministry of Higher Education in the United Arab Emirates. The School of Business and Management is accredited by the AACSB. The university curricula, teaching standards, and employment norms are fully in tune with the American model of higher education. The University is located in the University City’s magnificent campus which is only twenty minutes away from Dubai International airport. The Management department has 21 full-time faculty members. To learn more, visit http://www.aus.edu/info/200171/school_of_business_and_management

Deputy Dean - Ref: 000049-1

Heads of Department of:
Accounting, Finance and Information Management - Ref: 000059-2
Economics, Strategy, Marketing and Enterprise - Ref: 000060-2
OB, HRM and Tourism - Ref: 000061-2

Competitive salaries offered
Based in Chelmsford or Cambridge
Join us as we enter an exciting new phase of our development. Our ambition is to be recognised as a truly 21st century university, fully relevant to the changing needs of students, staff and employers. With our energy, enthusiasm and ambition matched by our friendliness and approachability, Anglia Ruskin University is a great place to be.

These are exciting times for LAIBS, as we invest in the future, drive innovation and continue to build our reputation as a practice based, international business school. We are a growing Business School and have recently been able to make 16 additional appointments to underline our commitment to research, scholarship and teaching. In all we have over 6000 students located in Cambridge and Chelmsford and with a range of UK and non-UK partners in the Caribbean, Asia and elsewhere.

Our work-based learning, with a client group ranging from Barclays Bank to Volvo, UPS and Harrods, is also growing fast. Our research has benefited from significant EU grants as well as philanthropic investment. But however big we may become, we’ll always maintain our friendliness, approachability and passion for teaching and research.

This senior post will suit experienced and ambitious academics who will offer outstanding leadership within a growing and diverse Faculty. The Deputy Dean will be responsible for all aspects of quality management and enhancement of the student experience. Heads of Department will be expected to not only lead their departments, but also lead a curriculum area on behalf of the Faculty. A commitment to teamwork will be essential.

Working across our campuses in Cambridgeshire and Chelmsford you will have a PhD or equivalent and proven academic credibility, with a successful record of high quality teaching and research. You will have excellent interpersonal, communication and networking skills with the ability to build and nurture external contacts to the benefit of the school.

We would be delighted to award professorships to appropriately qualified candidates.

For an informal conversation, please contact the Dean, Dr Trevor Bolton, via catherine.foottit@anglia.ac.uk or 0845 196 2366.

www.anglia.ac.uk/jobs

Closing date is 31 October 2011.

We value diversity at Anglia Ruskin University and welcome pplications from all sections of the community.

ANGLIA RUSKIN UNIVERSITY
Lord Ashcroft International Business School, UK

CAREER OPPORTUNITIES FOR LECTURERS/SENIOR LECTURERS
Management Accounting (Chelmsford)
Systems, Operations & Project Management (Chelmsford)
Financial Accounting (Chelmsford)
Organisation & Management (Chelmsford)
Marketing & Market Research (Cambridge)
Corporate Strategy (Cambridge)

Reference: 000058-2

These are exciting times for us, as we invest in the future, drive innovation and continue to build the reputation of the UK’s leading practice-based, international business school.

Driven by an ambitious strategy, we’re a truly 21st century university, relevant to the changing needs of students, staff and employers. But however big we may become, we’ll always maintain our approachability and passion for work-based learning across both campuses.

Lecturer/Senior Lecturer opportunities exist within Lord Ashcroft International Business School in Chelmsford for Management Accounting, Financial Accounting, Organisation & Management, Systems, Operations & Project Management and in Cambridge for Marketing & Market Research and Corporate Strategy.

Working with key partners in the UK and overseas, we offer in-situ management development and a strong portfolio of leading edge taught awards. We also blend sound academic theory and management practice with advanced learning technologies – all supported by superb facilities and purpose-built state-of-the-art premises.

Achieving 100% growth in just three years, we’ve a number of high profile opportunities for exceptional lecturers who can strengthen our research focus. Contributing to our pioneering on-campus, corporate and international work whilst enjoying the support to develop your own research,

It’s your chance to develop the next generation of leading international business thinkers.

Apply online at www.anglia.ac.uk/jobs

Closing date: 13th October 2011.

Annals in Social Responsibility is a new journal published once annually.  We are currently seeking proposals for manuscripts to be included in the second volume or to be published in subsequent editions.

Journal Description & What Do We Publish?

Annals in Social Responsibility (ASR) publishes articles covering the significant developments in the area of Social Responsibility.  ASR is a multi-disciplinary journal that publishes work arising from traditions in management, operations & supply chain management, marketing, economics, accounting & finance, sociology, psychology, political science, law, philosophy and other social and physical sciences that relate to the role that individuals, groups and institutions play in understanding of responsibilities and roles in society. Topics covered in the journal include major theoretical and methodological developments as well as current research in the aforementioned disciplines. Articles typically pertain to issues of corporate social responsibility, environmental and organizational sustainability, economic, corporate, social and political development, corporate, institutional and societal governance, property rights, social institutions and NGOs, and global issues of peace, conflict and human rights.  Articles published appeal to a broad intellectual audience in their respective fields.

To be accepted for publication a paper must make a significant contribution to advancing knowledge about social responsibility through new theoretical insights, managerial application, methodology/data—or some combination thereof.

ASR has a particular interest in publishing the following types of manuscripts:

  1. Comprehensive, state-of-the-art literature reviews that integrate diverse research streams and identify promising directions for future investigations
  2. Analytical essays that offer new conceptual models or theoretical perspectives and use these frameworks as a foundation for developing research propositions
  3. Empirical articles that report results from exploratory or hypothesis-testing studies based on quantitative and/or qualitative methodologies
  4. Methodological papers that refine existing methodologies or develop new ones for investigating particular issues or topics central to the fields of inquiry listed above.

ASR Editorial Review Board

Herman Aguinis (Indiana, USA) – Human Resources, Modelling

Ruth Aguilera (Illinois, USA) – Governance, Intl Business

Pat Auger (Melbourne, AUSTRALIA) – Marketing, Modelling

Pratima Bansal (Ivey-UWO, CANADA) – Management, Sustainability

Michael Barnett (Rutgers, USA) – Management, Sustainability

Russell Belk (York, CANADA) – Marketing, Consumer Behaviour

Gordon Clark (Oxford, UK) – Earth Sciences, Sustainability

Jonathan Doh (Villanova, USA) – Politics, NGOs, Intl Business

Giana Eckhardt (London, Royal Holloway, UK) – Marketing, Consumer Behaviour

Jeffrey Harrison (Richmond, USA) – Strategy, Law

Stuart Hart (Cornell, USA) – Management, Innovation

Michael Hiscox (Harvard, USA) – Politics, Intl Relations

Ans Kolk (Amsterdam, NETHERLANDS) – NGOs, Development, Intl Business

Ted London (Michigan, USA) – NGOs, Development, Intl Business

Jeffrey Malpas (Tasmania, AUSTRALIA) – Ethics, Philosophy

Anita McGahan (Toronto, CANADA) – Strategy, Management

Joachim Schwalbach (Humboldt U-Berlin, GERMANY)

Donald Siegel (SUNY Albany, USA) – Strategy, Management, Governance

N. Craig Smith (Insead, FRANCE) – Strategy, Marketing

Tom Sorrell (Warwick, UK) – Philosophy, Politics

David Vogel (Berkeley, USA) – Economics, Politics

Richard Wilk (Indiana, USA) – Culture, Anthropology

Cynthia Williams (York, CANADA) – Law, Governance

Maurizio Zollo (Bocconi, ITALY) – Strategy, Sustainability

Submission Process

ASR does not accept article submissions without the initial submission of a proposal. The objective of the proposal process is to be efficient in the processing of articles. We want to know "what" you are going to say, "to whom" you are going to say it, "why" what you are saying is important, and "how" you are going to convince your audience of the veracity of your argument. This allows the editorial team to provide author(s) with information that facilitates the review process, while allowing us to be proactive in working with authors.

Proposals should be no longer than 5 pages single-spaced with standard 1-inch margins and in a 12-point font. The proposal must include the following information with the following headings.

The idea: The specific important and innovative idea that is going to be the focus of the article.  This should not be long-winded literal description but be a clear and concise statement of the big/new idea that is at the core of what you are doing.

To whom is the article speaking:  While ASR is clearly speaking to other scholars interested in issues of social responsibility, it is important to frame your paper in a specific topical and disciplinary area in the first instance.  Hence, you need to outline who might be the primary audience for your article.  For instance, is it the legal community, anthropologists, or marketing scholars (i.e., to what extent is it disciplinary?)?  Is it those interested in human rights, CSR performance, or social innovation (i.e., to what extent is it phenomenon or topic based?)?

The importance of the idea: Why is your paper important? This needs to be understood as you address how you are going to take your specific knowledge and frame it in a way that resonates with your audience.  In other words, why is it important to your readership and not just to you?

How are you going to justify, defend and communicate your idea: What is the theoretical and/or empirical evidence the article will be presenting in order to convince your audience of the veracity and importance of your idea? If you have specific data sources, outline what these are.  If you are building a theoretical argument, then outline how you are going to logically justify and defend that argument.  If your paper is empirical, provide a brief overview of your methods (e.g., experimental design, econometric model, statistical testing, etc.).

More information is available at: http://emeraldgrouppublishing.com/asr.htm and submissions are done via manuscript central.

Volume 1 of the journal can be seen here: http://www.emeraldinsight.com/toc/asr/1/1

You can read an editorial discussing the philosophy of the journal here: http://www.emeraldinsight.com/doi/full/10.1108/ASR-06-2015-0005

Over time we will be holding a series of workshops on topics of specific interest.  We plan to hold these workshops in conjunction with conferences plus also independently.

If you have any questions, please feel free to contact the editors.

In Annamay in Mexico, an American toy company is considering expanding to a Mexican Maquiladora. Three company executives travel to Tijuana, Mexico, to investigate the possibility of outsourcing some or all the manufacturing to a maquiladora. The purpose of the exercise is to teach cross-cultural negotiation strategies. The materials for teachers and students are available for purchase on the site.

POSITION

The College of Business, Department of Business Administration, at Antalya International University (AIU) invites applicants for Open Rank (Assistant/Associate/Professor) faculty positions in accounting, finance, management, marketing, and operations management starting in Fall 2017. We are specifically looking for English-speaking candidates specializing in a broad array of interests.

JOB QUALIFICATIONS

Candidates must have an earned doctorate in their respective field from an AACSB accredited institution by July 1, 2017. Highly accomplished scholars possessing a distinguished research and teaching record may be considered for the rank of associate or full professor. The candidate should demonstrate active scholarship; significant potential and promise of teaching effectiveness and excellence; student advising abilities and experience as well as other services to the school, profession, and community. Publishing in premier journals is awarded with a monetary bonus through the faculty research productivity program. We are looking for both teaching and research faculty specializing in a broad array of interests. The successful candidate will join a dynamic group of faculty members who are recognized leaders in their fields and emphasize a high value on collaboration and collegiality.

TO APPLY

Interested candidates should send their applications including a cover letter, curriculum vitae, a sample publication or a research paper, teaching evaluations (if available), and contact information for three references as a single PDF document via email to: recruitment.business@antalya.edu.tr. Specify the discipline area in the Subject Line of your email (i.e. Application: Assistant Professor in Marketing). The search is ongoing and is open until the positions are filled.

THE UNIVERSITY & THE CITY

AIU, located in Antalya, Turkey, is an international research university aiming to provide a world-class education. Our distinguished academic team is dedicated to research, teaching, and service. English is the medium of undergraduate instruction at AIU. The College of Business offers an undergraduate degree in Business Administration and an MBA degree. Funded research grant projects and consulting opportunities are also available. Antalya is located in the Turkish Riviera and it is the capital of Turkish tourism due to its Mediterranean climate, picturesque scenery, lovely beaches, historical sites, and welcoming people. Antalya University website: http://www.antalya.edu.tr/

Antalya International University Faculty Job Postings in General Management, Marketing, & Human Resources Antalya International University (AIU) in Antalya,

Turkey invites applicants for faculty positions in all ranks in the areas of General Management, Marketing, and Human Resources starting August 2014. Candidates must have an earned doctorate in General Management (all areas of management, but preferably OB/HR), Marketing, or Human Resources from an accredited institution at the time of appointment. Candidates must demonstrate significant potential and promise of teaching effectiveness and excellence at the undergraduate level, active scholarship, student advising abilities, as well as other services to the department, school, and community.

AIU is a newly established university which strives to provide world-class education, with a distinguished academic team dedicated to teaching, research, and service. The College of Business offers an undergraduate degree in Business Administration in English.

Applicants are asked to provide a cover letter describing their background on teaching, research, and service, three letters of recommendation, a recent sample of a journal publication, teaching evaluations (if available), and a curriculum vitae. To be eligible for first round of review, all application materials must be received by February 28, 2014. However, applications will be accepted and evaluated until the positions are filled. Applications may be submitted via email at: facbusrecruitment@antalya.edu.tr In the Subject Line of your email, please indicate whether you are applying for the position in General Management, Marketing, or Human Resources. While we thank all applicants for their interest, only those under consideration will be contacted for a follow-up interview.

The U.S. President Donald Trump, following his “America First” policy, has imposed tariffs on imports from numerous countries and wants to modify or terminate current trade agreements with other countries, which has created worldwide anti-globalization sentiment. Journal of International Business and Law (JIBL) is calling for student papers for its special issue on The Anti-Globalization Sentiment and Its Impact on Multinationals. The paper should have a student as a leading or sole author. As for the format, follow the Journal of International Business Studies (JIBS) style at https://aib.msu.edu/jibs The submission due of the full paper is May 1, 2019. Submit to Dr. Boonghee Yoo (boonghee.yoo@hofstra.edu), faculty editor, Professor of Marketing and International Business, Frank G. Zarb School of Business, Hofstra University. The accepted papers will be published in June 2019 in Volume 17 Issue 2.

The Walker College of Business at Appalachian State University (ASU) invites applications for an open rank nine-month tenure-track faculty position in international business beginning in August 2010. Preferred secondary areas of expertise are Marketing, Economics, or Computer Information Systems but other secondary areas will be considered. The Walker College of Business is comprised of over 100 faculty members across six departments: Accounting; Computer Information Systems; Finance, Insurance and Banking; Economics; Management; and Marketing. The successful applicant will be housed in one of these departments depending on training and background. The faculty member’s primary responsibilities will be to provide excellent instruction at the undergraduate and/or graduate levels, maintain an active program of scholarship, and participate in service activities consistent with the rank of appointment. Instructional activities will include teaching internationally oriented courses in her/his specific functional area as well as leading short-term study abroad programs and supervising international internships for students. Instructional duties may also include on-line instruction and/or instruction at off-campus sites.

 

Necessary qualifications include: (1) PhD or equivalent in appropriate area of study from a recognized accredited program, (2) excellence in teaching and peer-reviewed research, and (3) experience in and enthusiasm for developing and extending international programs within the college. Experience in international business and in leading study abroad programs is strongly desired.

 

Appalachian State University is a member institution of the 16-campus University of North Carolina system and is located in the Blue Ridge Mountains of northwestern North Carolina. ASU has built a national reputation for providing outstanding academic programs and is consistently recognized as a leading comprehensive regional university in the U.S. News and World Report’s Best College Guide. ASU has approximately 16,000 students, primarily in bachelors and masters programs in both liberal arts and applied fields. Appalachian has both a traditional residential campus and a variety of distance education programs. Additional information about the university and surrounding area is located at http://www.appstate.edu. The Walker College of Business is AACSB International accredited and is regularly included in Princeton Review’s edition of Best Business Schools. The college has more than 2,200 students enrolled in ten undergraduate programs. It offers a major and minor in international business and requires all business students to fulfill an international experience requirement prior to graduation. Roughly 25% of all undergraduate business students participate in study abroad programs. The MBA program offers an international business track.

 

Applications should include: (1) a cover letter explaining the candidate’s interest in the position at ASU, (2) a current curriculum vitae, (3) evidence of teaching effectiveness and experience, (4) evidence of research accomplishments, and (5) contact information for three professional references knowledgeable about the applicant’s qualifications for this position. A review of completed applications will begin as they are received and will continue until March 31st or until the position is filled, whichever is later.

 

Applications should be sent to: Martin Meznar, Search Committee Chair Dean’s Office Walker College of Business ASU Box 32037 Appalachian State University Boone, NC 28608 meznarmb@appstate.edu Electronic applications will be accepted, but must be submitted in pdf format.

 

Appalachian State University is an Affirmative Action/Equal Opportunity Employer. The university has a strong commitment to the principles of diversity and inclusion, and to maintaining working and learning environments that are free of all forms of discrimination. Individuals with disabilities may request accommodations in the application process by contacting the search committee chair. Documentation of identity and employability of the applicant will be required before the hiring process can be finalized. A criminal background check will be conducted on all finalists who are invited to campus for an interview.

A tenure-track position is anticipated, subject to funding. The Walker College of Business has a minor in Supply Chain Management available to all College of Business majors. The individual will be responsible for teaching courses in Global Supply Chain Management, Logistics, and core courses in Operations Management for the College of Business, as well as similar courses for the MBA degree.

The position is available in August 2011. Salary is commensurate with qualifications. Candidates should possess an earned doctorate in one of the following areas: Supply Chain Management or Logistics with a global emphasis or International Business with an emphasis in Supply Chain Management. Other closely related fields as well as ABDs will be considered. Teaching assignments will include global supply chain management, logistics, supply chain technology in a global environment, and production operations management.

Candidates should be able to provide visibility within the global supply chain community, including the chairing of conference mini-tracks and tracks, journal reviewing, interacting with businesses, grant writing, and other activities in relation to the profession.

Go to http://www.hrs.appstate.edu/ to apply.

Inviting researchers to contribute to individual chapters in a book titled “Apparel retailing in emerging markets”.

I am specifically looking for researchers who can contribute to information regarding organization of apparel retail markets, international retailers in the market, buying for these markets, and consumers in these markets. The countries for which I am looking for contribution are:

China, Vietnam, Poland, Turkey, Chile, Romania, Argentina, Thailand, Russia, Spain, Brazil, and UAE.

Contributors will be included as co-authors for the chapter.

Please contact me for further details.

Best Wishes,
Jaya Halepete

Jaya Halepete, PhD
Assistant Professor
Fashion Merchandising
School of Arts and Sciences
Marymount University
2807 N. Glebe Road
Arlington, VA 22207
Office: 703 284 5752

Special Issue Editors:

Introduction

Forty years ago, Buckley and Casson (1976) published The Future of the Multinational Enterprise.. Following the intellectual legacy of Coase’s (1937) transaction cost economics, Buckley and Casson (1976: 33) argued that the multinational enterprise (MNE) internalizes activities across national boundaries “when markets in intermediate products are imperfect [because] there is an incentive to bypass them creating an internal market.” Hennart (1977, 1982), in parallel to Buckley and Casson (1976), contributed to the theory of the MNE by considering perspectives of transaction costs such as measurement and enforcement costs arising due to bounded rationality and opportunistic behavior in markets. Bringing an early resource-based perspective to internalization theory (before the notion of resource based view or RBV had even been coined in the field of strategy), Rugman (1981) explained internalization decisions made by the firm on the basis of firm specific advantages (FSAs) and country specific advantages (CSAs), while Rugman and Verbeke (1992, 2003, 2004) expanded on the geographic reach of these FSAs, thereby making the critical distinction between location-bound and non-location bound FSAs. Rugman and Verbeke (2001) also uncovered 10 distinct patterns of competence building across borders in MNEs that resulted from particular interactions between FSAs and CSAs, thereby acknowledging the joint importance of entrepreneurial action, transaction cost economizing and requisite resource combination inside the MNE. In parallel, the Eclectic Paradigm (Dunning, 1977, 1988, 1993; Dunning & Lundan, 2008) stressed the joint impact of ownership, location, and internalization advantages to explain the existence and functioning of the MNE.  In combination, these theoretical advances have contributed to the establishment of internalization theory as a generally accepted theory of the MNE – and as an analytical framework that has explicitly or implicitly underlined much of the progress being made in International Business (IB) research over the last four decades. Internalization theory allows predicting a great number of organizational regularities in IB. These range from entry mode choices – and more generally the governance of international transactions, including the rise of international new ventures (INVs) – to internal organizational design in terms of structural and strategic governance, as well as the structuring of the interface with external economic actors. Yet, a number of issues still remain unresolved, and new questions have emerged—in particular, about the continued applicability of internalization theory in a rapidly changing world, and about the foundations of the theory in light of new developments in other fields and disciplines. This special issue on Applying and Advancing Internalization Theory invites original research that addresses these questions.

As noted by Rugman and Verbeke (2003: 125), The Future of the Multinational Enterprise was “a superb starting point for the study of the MNE, even if the complexity of this governance structure has grown far beyond what any international business scholar … could have predicted 25 years ago”. This is even more evident today as the nature of the global economy has changed and continues to change. Novel types of cross-border transactions and forms of MNEs have arisen, raising questions about the universal applicability of the theory. It is now time to revisit the theory of the MNE and to challenge its underlying assumptions. More advanced theoretical and empirical approaches promise to identify and explain better the little explored causal mechanisms leading to the existence or absence of MNEs. Analysis of these mechanisms will highlight not only the “why” but also the “how” of internalization theory. To advance this research agenda, we invite manuscripts from a variety of disciplines, including management and organizational studies, strategy, economics, economic geography, marketing, etc. Ideally, submitted manuscripts should improve upon the current state of internalization theory and its implications for managerial practice, by criticizing or extending the conventional thinking embedded within it. We welcome diverse approaches to this topic, including (but not limited to) conceptual models, formal models, simulations, experimental designs, and empirical studies (both qualitative and quantitative ones). Specifically, we invite submissions falling within one or both of the two themes described below.

Theme 1. Applying Internalization Theory to New Realities: Firms and Markets in the Contemporary Global Economy

Building upon general economic principles, applicable across a wide range of empirical phenomena, many scholars have credibly used internalization theory as an analytical tool in different institutional contexts. The theory has allowed explaining the presence of a variety of governance forms for managing international transactions (Casson, 1995, 2015; Narula & Verbeke, 2015). At the same time, few will dispute the fact that the world looks dramatically different today than it did when internalization theory first emerged. IB scholars therefore need to pay special attention to the new realities of the international economy and their influence on the evolution of MNEs.

A key tenet of internalization is that MNEs arise to exploit imperfections in markets, imperfections that are influenced by the myriad changes often referred to under the conceptual umbrella of “globalization”. These include political developments pertaining to economic integration, trade agreements, currency regimes, and other supra-national institutions that transform both the cost of managing firms across borders and of transacting in international markets (Rugman & Verbeke, 2005). They also include technological advances such as internet-based collaboration tools, virtual communities of practice, and online market exchanges, which have equally strong transaction cost implications (Bakos, 1998; Ardichvili, 2008). In combination, these developments have paved ways for new types of firms and novel business models. Firms are also geographically more dispersed than ever, engage in coopetition, have diffused innovation, and deploy global teams as well as virtual organizational structures (Axinn & Matthyssens, 2002).

Accordingly, two issues that loom large in this new world economic system are the growth of the service sector and the advent of the digital economy. The interactions that e-commerce firms have with their customers tend to possess different attributes and thus alter the cost-benefit calculus of various governance modes, as compared to the manufacturing sector (Singh & Kundu, 2002). Increasingly, new ventures aim to internationalize, right from inception, by leveraging advances in information technology. Widening geographic spread, alternative governance structures to access and control unique resources, and internalization of the core of value chain have strong theoretical implications (Oviatt & McDougall 1994; Verbeke, Zargarzadeh, & Osiyevskyy, 2014). In this process, the role of the subsidiary has become more vital, reflected in the growing importance of subsidiary specific advantage (Rugman and Verbeke, 2001; Mudambi and Navarra, 2004; Meyer, Mudambi, & Narula, 2011) and reverse innovation in MNEs (Mudambi, Piscitello, & Rabbiosi, 2014). As reflected in the concept of “meta-MNEs” (Lessard, Teece, & Leih, 2016), the existence of which can be explained by internalization theory (Verbeke & Kenworthy, 2008), the ability to earn economic rents from the creation of knowledge assets in subsidiaries around the world depends upon advantages of common governance. Yet there are also substantial costs of managing increasingly complex organizations and combining external and internal embeddedness in dispersed subsidiaries (Narula, 2014).

The same technological developments, in parallel with managerial and organizational developments, have also enabled MNEs to operate with increasingly porous boundaries (Regan & Heenan, 2010). The twenty-first century has witnessed the growth of networks and coalitions between firms (Dunning & Boyd, 2003), while the importance of relational assets and social capital has increased over time to as firms aim to access new knowledge (Dunning, 2003). The phenomenon of “quasi-internalization” has thus become increasingly relevant in today’s competitive landscape as organizations seek to utilize a middle-of-the-road approach to organize their activities – via both hierarchy and markets. Since the seminal paper of Hennart (1993) on the “swollen middle”, there has been a growing interest on MNEs’ minimization of organizational cost by looking at shirking, cheating, monitoring and other costs, recognizing that the choice is not one between internalization and externalization, but of a contextually contingent combination including outsourcing and alliances (Dunning, 2015).

These developments, which are often closely interlinked, present unique opportunities for theory development as they reveal the diverse strategies, challenges, and imperatives of the modern MNE. For example, does internalization theory apply, or perhaps apply differently, to alternative governance forms and structures, such as service firms, e-commerce firms, conglomerate businesses, state-owned enterprises, born global firms, family-owned MNEs, and Bottom-of-the-Pyramid MNEs? Does the rise of new business models based on new technologies or management principles influence the choice between internalization and externalization? How do MNEs mitigate opportunism, moral hazard, free riding, and other associated costs when generating and leveraging relational assets for productive gains? Is it even meaningful to continue to talk about the choice between firms and markets when the nature of contemporary economic exchange is often approaching one of quasi-internalization? Application of the theory to new and evolving contexts may bring new insights into subtle mechanisms, and ultimately inform the structure of the theory itself. With this theme, we welcome contributions that reflect the applicability (or partial applicability or even inapplicability) of internalization theory to the new realities of the contemporary global economy.

Theme 2. Advancing Internalization Theory by Rethinking its Foundations: Rationality, Learning, and Evolutionary Dynamics

Just as the context of internalization theory has changed, so has the way in which academics within and outside IB think and theorize about this context. With these changes, there is a so far largely untapped opportunity to integrate theoretical advances and empirical approaches from other disciplines into research on the MNE. Such integration has only recently and partially begun to take place, with various perspectives making excursions into the realm of IB. These include different disciplines, such as political economy (Henderson, Dicken, Hess, Coe, & Yeung 2002) and economic geography (Baldwin & Venables, 2013), as well as different approaches to theorizing, such as those related to microfoundations (Foss & Pedersen, 2004), general equilibrium modeling (Buckley & Hashai, 2009), co-evolutionary economics (Pitelis & Teece, 2010), equifinality (Raymond & St. Pierre, 2013), and agent-based simulation (Asmussen, Larsen, and Pedersen, 2016). However, uncharted territory still abounds and it is an open question how these perspectives can be subsumed into internalization theory, and in what ways they extend, refine, and challenge this theory. With this theme, we therefore aim to “open up the black box” of internalization theory and revisit its foundations.

One issue that sits squarely in this black box is the issue of behavioral assumptions. Internalization theory mostly predicts that effective governance forms will prevail, thereby implicitly or explicitly deriving its predictions from a profit-maximizing (or cost minimizing) paradigm (reflecting its roots in economic theory). Empirical evidence, in turn, mostly supports the predictions emerging from this paradigm, including predictions of foreign entry modes (e.g., Anderson & Gatignon, 1986; Agarwal & Ramaswami, 1992), location choices (e.g., Friedman, Gerlowski, & Silberman 1992; Mariotti & Piscitello, 1995), and performance (e.g., Kirca et al., 2011; Kirca, Fernandez, & Kundu 2016). However, we know surprisingly little about how these outcomes actually emerge. At the same time, economists themselves have continued to refine and challenge the notion of rationality. More precise concepts developed within the Coasean paradigm, such as adverse selection, moral hazard, holdup, have further enriched the analysis using the basic internalization approach (Chi, 1994), and imperfections such as bounded rationality and bounded reliability have been more completely developed (Verbeke & Greidanus, 2009; Kano & Verbeke, 2015). Even more radical departures from orthodoxy have come from new perspectives such as behavioral game theory (Camerer, 1997) and fairness equilibrium (Rabin, 1993). In this process, the barriers between economics and the other social science disciplines have become more porous and alternatives to economic rationality concepts, for example altruism (McWilliams, Siegel, & Wright, 2006) and collective identification (Cooper & Thatcher, 2010), have been applied to organizations and business settings.

These observations raise a number of related questions pertaining to internalization theory. For example, who makes the decisions about internalization and externalization? What guides these decision processes in terms of expectations, learning, and feedback loops, and how are those influenced by bounded rationality and by the challenges of measuring transaction costs? Which selection mechanisms (for example, competition in the markets for managers, capital, labor, or products) ensure efficient outcomes and under which conditions? What are the dynamic implications in terms of the evolution of firms and markets in a global context, and the performance of firms in the short and long term? To answer these questions, we need a better understanding of the causal mechanisms underlying the theory of the MNE, the scope of predictions supported by its assumptions, and the consequences of relaxing these assumptions. Obviously, any modifications to the assumptions and analytical logic of internalization need to be explicitly spelled out to ensure commensurability and logical consistency.

In rethinking the foundations of internalization theory along the above lines, new theoretical developments in adjacent research fields may provide leverage. These include, for example, the considerable research efforts on the governance of global value chains that have been undertaken since the 1990s in the fields of sociology, economic geography, development studies, and political economy. Scholars in these fields have examined issues such as sourcing (Gereffi 1999; Kaplinsky 1998; Dolan & Humphrey 2000) and contract manufacturing (Schmitz & Knorringa, 2010). Since the early 1990s, various frameworks have been put forward in attempting to explain how global industries are organized and governed (Coe, Dicken, & Hess, 2008). In their discussion of the organization of economic activities, these studies implicitly relate to the issue of global markets versus hierarchies that internalization theory also addresses, but so far very little cross-fertilization has occurred between these research streams.

Finally, similar to the governance aspects, the spatial aspects of internalization theory arguably remain equally underdeveloped, leaving ample opportunities to further integrate geographic aspects into studies of the MNE (Dunning, 1998). The ongoing analyses of semi-globalization (Ghemawat, 2003) and discontinuities in geographic space (Beugelsdijk and Mudambi, 2013) suggest the need to revisit accepted IB theories with the added insight of supra-national geographic levels, such as regions (Rugman and Verbeke, 2004; Arregle, Miller, Hitt, & Beamish, 2013; Verbeke & Asmussen, 2016), and of sub-national geographic levels, such as cities (Goerzen, Asmussen, & Nielsen, 2013). With this theme, we aim to integrate insights from the above-mentioned disciplines (and potentially other ones)  outside of IB, into our understanding of the existence and boundaries of the MNE.

Conclusion

Of the two themes, the first has an emphasis on phenomena and the second on theory, but both themes have in common their focus on the MNE. Importantly, the two themes are not independent—for example, it is possible that the application of internalization theory to new contexts requires a re-specification of its assumptions, or that the change of assumptions leads to new predictions that require specific context for empirical testing. Overall, the aim of the special issue is to encourage academic research that develops more fine-grained analysis of how the MNE decides on its boundaries and on the organizational forms it takes. On particularly important, “intelligently controversial” questions, the editors may decide to foster debate using a point-counterpoint format. We hope that the collection of papers in our special issue will contribute to the evolving research on MNEs so as to create a more formative unified theory and a common epistemology for comprehending the evolution of MNEs within the ongoing progression of international business activities.                 

Submission Process

All manuscripts will be reviewed as a cohort for this special issue. Manuscripts must be submitted in the window between May 15, 2017, and June 1, 2017, at http://mc.manuscriptcentral.com/jibs. Please indicate in the cover letter which theme(s) of the two described above the submitted manuscript addresses. All submissions will go through the JIBS regular double-blind review process and follow the standard norms and processes.

For more information about this call for papers, please contact the Special Issue Editors or the JIBS Managing Editor (managing-editor@jibs.net).

References

Agarwal, S. & Ramaswami, S. 1992. Choice of foreign market entry: impact of ownership, location and internationalization factors. Journal of International Business Studies, 33 (1), 517-551.

Anderson, E., & Gatignon, H. 1986. Modes of foreign entry: A transaction cost analysis and proposition. Journal of International Business Studies, 17(3), 1–26.

Ardichvili, A. 2008. Learning and Knowledge Sharing in Virtual Communities of Practice: Motivators, Barriers, and Enablers. Advances in Developing Human Resources, 10: 541–54.

Arregle, J.L., Miller, T.L., Hitt, M.A. & Beamish, P.W. 2013. Do regions matter? An integrated institutional and semiglobalization perspective on the internationalization of MNEs. Strategic Management Journal, 34(8), 910-934.

Asmussen, C.G., Larsen, M.M., & Pedersen, T. 2016. Organizational Adaptation in Offshoring: The Relative Performance of Home- and Host-based Learning Strategies. Organization Science, 27(4): 911-928.

Axinn, C. N. & Matthyssens, P. 2002. Limits on internationalization theories in an unlimited world. International Marketing Review 19(5), 436–449.

Bakos, Y. 1998. The emerging role of electronic marketplaces on the Internet. Communications of the ACM, 41(8): 35-42.

Baldwin, R. & Venables, A. 2013. Spiders and snakes: Offshoring and agglomeration in the global economy. Journal of International Economics, 90(2): 245–254.

Beugelsdijk, S., & Mudambi, R. 2013. MNEs as border-crossing multi-location enterprises: The role of discontinuities in geographic space. Journal of International Business Studies, 44(5), 413–426.

Buckley, P. J., & Casson, M. C. 1976. The future of the multinational enterprise. London: Macmillan

Buckley, P. J., & Hashai, N. 2009. Formalizing internationalization in the eclectic paradigm. Journal of International Business Studies, 40(1), 58–70.

Camerer, C. 1997. Behavioral game theory: Experiments in strategic interaction. New York, USA: Princeton University Press.

Casson, M. 1995. Enterprise and competitiveness: A systems view of international business: Oxford University Press.

Casson, M. C. 2015. Coase and International Business: The Origin and Development of Internalisation Theory. Managerial and Decision Economics, 36(1), 55-66.

Chi, T. 1994. Trading in strategic resources: Necessary conditions, transaction cost problems, and choice of exchange structure. Strategic Management Journal, 15 (4): 271-290.

Coase, R. H. 1937. The Nature of the Firm. Economica, 4(16), 386-405.

Coe, N.M., Dicken, P. & Hess, M. G. 2008. Introduction: global production networks – debates and challenges. Journal of Economic Geography, 8(3): 267-269.

Cooper, D., & Thatcher, S. M. B. 2010. Identification in organizations: The role of self-concept orientations and identification motives. Academy of Management Review, 35: 516–538.

Dolan, C. & Humphrey, J. 2000. Governance and trade in fresh vegetables: the impact of UK supermarkets on the African horticulture industry. Journal of Development Studies, 37(2): 147-76.

Dunning, J. H. 1977. Trade, location of economic activity and the multinational enterprise: A search for an eclectic approach In B. Ohlin, P. O. Hesselborn, & P. J. Wijkmann (Eds.), The International Allocation of Economic Activity, London: McMillan, 395-416.

Dunning, J. H. 1988. The eclectic paradigm of international production: A restatement and some possible extensions. Journal of International Business Studies, 19(1), 1-31.

Dunning, J. H. 1993. Multinational enterprises and the global economy. Wokingham: Addison Wesley Publishing company.

Dunning, J. H., 1998. Location and the multinational enterprise: a neglected factor? Journal of International Business Studies 29 (1), 45–66.

Dunning, J. H. 2003. Relational assets, networks and international business activity. In John H. Dunning and Gavin Boyd (Eds.), Alliance Capitalism and Corporate Management – Entrepreneurial Cooperation in Knowledge Based Economies: 1-23. Cheltenham, UK and Northampton, MA, USA: Edward Elgar.

Dunning, J. H. 2015. Reappraising the Eclectic Paradigm in an Age of Alliance Capitalism. In John H. Dunning (Ed.), The Eclectic Paradigm: A Framework for Synthesizing and Comparing Theories of International Business from Different Disciplines or Perspectives: 111-142. London, UK: Palgrave McMillan.

Dunning, J. H. and Boyd, G. (Eds.). 2003. Alliance Capitalism and Corporate Management – Entrepreneurial Cooperation in Knowledge Based Economies. Cheltenham, UK and Northampton, MA, USA: Edward Elgar.

Dunning, J. H. & Lundan, S. M. 2008. Multinational Enterprises and the Global Economy. Cheltenham, UK and Northampton, MA, USA: Edward Elgar.

Foss, N. & Pedersen, T. 2004. Organizing knowledge processes in the multinational corporation: an introduction. Journal of International Business Studies 35(5), 340–349.

Friedman, J., Gerlowski, D. A., & Silberman, J. 1992. What attracts foreign multinational corporations? Evidence from branch plant location in the United States. Journal of Regional Science, 32(4), 403-418.

Gereffi, G. 1999. International trade and industrial upgrading in the apparel commodity chain. Journal of International Economics, 48(1): 37-70.

Ghemawat, P. 2003. Semiglobalization and international business strategy. Journal of International Business Studies, 34(2), 138–52.

Goerzen, A., Asmussen, C. G., & Nielsen, B. B. 2013. Global cities and multinational enterprise location strategy. Journal of International Business Studies, 44(5), 427-450.

Hennart, J.-F. 1977. A theory of foreign direct investment. University of Maryland, Maryland.

Hennart, J.-F. 1982. A theory of multinational enterprise. Ann Arbor: University of Michigan Press.

Hennart, Jean-Francois. 1993. Explaining the swollen middle: Why most transactions are a mix of “market” and “hierarchy”. Organization Science, 4(4): 529-547.

Henderson, J., Dicken, P., Hess, M., Coe, N. & Wai-Chung Yeung, H. (2002) Global production networks and the analysis of economic development, Review of International Political Economy, 9(3), pp. 436–464

Kano, L. & Verbeke, A., 2015. The three faces of bounded reliability: Alfred Chandler and the micro-foundations of management theory. California Management Review, 58(1): 97-122.

Kaplinsky, R. 1998. Globalization, industrialization and sustainable growth: the pursuit of the nth rent. IDS Discussion Paper No. 365. Institute of Development Studies, University of Sussex, Brighton, UK.

Kirca, A. H., Hult, G. T. M., Roth, K., Cavusgil, S. T., Perryy, M. Z., Akdeniz, M. B., Deligonul, S. Z., Mena, J. A., Pollitte, W. A., & Hoppner, J. J. 2011. Firm-specific assets, multinationality, and financial performance: a meta-analytic review and theoretical integration. The Academy of Management Journal, 54(1), 47-72.

Kirca, A.H., Fernandez, W.D., & Kundu, S.K. 2016. An empirical analysis of internalization theory in emerging markets: The role of firm-specific assets and asset dispersion in the multinationality-performance relationship. Journal of World Business, 51(4): 628-640.

Lessard, D., Teece, D.J. & Leih, S., 2016. The Dynamic Capabilities of Meta‐Multinationals. Global Strategy Journal, 6(3), 211-224.

Mariotti, S., & Piscitello, L. 1995. Information costs and location of FDIs within the host country: empirical evidence from Italy. Journal of International Business Studies, 26(4), 815-841.

McWilliams, A., D. Siegel & P. M. Wright. 2006. Corporate Social Responsibility: Strategic Implications. Journal of Management Studies, 43(1): 1–18.

Meyer, K.E., Mudambi, R. & Narula, R., 2011. Multinational enterprises and local contexts: The opportunities and challenges of multiple embeddedness. Journal of Management Studies, 48(2): 235-252.

Mudambi, R. & Navarra, P., 2004. Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within MNCs. Journal of International Business Studies, 35(5): 385-406.

Mudambi, R., Piscitello, L., & Rabbiosi, L. 2014. Reverse knowledge transfer in MNEs: Subsidiary innovativeness and entry modes. Long Range Planning, 47(1-2): 49-63.

Narula, R. 2014. Exploring the paradox of competence-creating subsidiaries: Balancing bandwidth and dispersion in MNEs. Long Range Planning, 47: 4-15.

Narula, R. & Verbeke, A., 2015. Making internalization theory good for practice: The essence of Alan Rugman's contributions to international business. Journal of World Business, 50(4), 612-622.

Oviatt, B.M. & McDougall, P.P., 1994. Toward a theory of international new ventures. Journal of International Business Studies, 25(1), 45-64.

Pitelis, C.N. & Teece, D.J., 2010. Cross-border market co-creation, dynamic capabilities and the entrepreneurial theory of the multinational enterprise. Industrial and Corporate Change, 19(4), 1247-1270.

Rabin, M. 1993. Incorporating Fairness into Game Theory and Economics. American Economic Review, 83 (5): 1281-1302.

Raymond, L. & St-Pierre, J. (2013). Strategic capability configurations for the internationalization of SMEs: A study in equifinality. International Small Business Journal, 31(1), 82–102.

Regan, M.C. & Heenan, P.T. 2010. Supply Chains and Porous Boundaries: The Disaggregation of Legal Services, Fordham Law Review 78, 2137-2139.

Rugman, A. M. 1981. Inside the multinationals: The economics of internal markets. London: Croom Helm.

Rugman, A. M., & Verbeke, A. 1992. A note on the transnational solution and the transaction cost theory of multinational strategic management. Journal of international business studies, 23(4), 761-771.

Rugman, A. M. & Verbeke, A., 2001. Subsidiary-specific advantages in multinational enterprises. Strategic Management Journal, 22(3), 237-250.

Rugman, A. M., & Verbeke, A. 2003. Extending the theory of the multinational enterprise: internalization and strategic management perspectives. Journal of International Business Studies, 34(2), 125-137.

Rugman, A. M., & Verbeke, A. 2004. A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies, 35(1), 3–18.

Rugman, A. M., & Verbeke, A. 2005. Towards a theory of regional multinationals: A transaction cost economics approach. Management International Review, 45(1): 5–17.

Singh, N. & Kundu, S.K. 2002. Explaining the growth of e-commerce corporations (ECCs): An extension and application of electic paradigm, Journal of International Business Studies, 33(4), 679-697.

Schmitz, H. & Knorringa, P. 2010. Learning from Global Buyers. The Journal of Development Studies, 37(2): 177-205.

Verbeke, A., Zargarzadeh, A. M. & Osiyevskyy, O., 2014. Internalization theory, entrepreneurship and international new ventures. Multinational Business Review, 22(3), 246-269.

Verbeke, A. & Asmussen, C.G. 2016. Global, Local, or Regional? The Locus of MNE Strategies. Journal of Management Studies, 53(6): 1051-1075.

Verbeke, Α., & Greidanus, N. 2009. The end of the opportunism versus trust debate: Bounded reliability as a new envelope concept in research on MNE governance. Journal of International Business Studies, 40(9): 1471-1495

Verbeke, A. & Kenworthy, T.P., 2008. Multidivisional vs metanational governance of the multinational enterprise. Journal of International Business Studies, 39(6), 940-956.

About the Guest Editors (Listed Alphabetically)

Christian Geisler Asmussen is a Professor of Strategic and International Management at Copenhagen Business School. Drawing on a background in formal economics but applying a multi-disciplinary approach to his research, he focuses in particular on the interaction between competitive advantage, geographic scope, and organizational structure. His research has been awarded numerous prizes from the Danish and international research communities, including the Barry M. Richman best dissertation award from the Academy of Management and the Haynes Prize for most promising scholar from the Academy of International Business. He currently heads a research project aiming to uncover the drivers of the micro-location choices of multinational firms.

Tailan Chi is a Professor of International Business & Strategy and Co-Director of the Center for Global Business Studies at the School of Business, University of Kansas. He is an editor of the Journal of International Business Studies and serves on the editorial boards of the Strategic Management Journal, Journal of World Business, Global Strategy Journal, International Journal of Strategic Change Management, and Journal of International Business & Economy.   

Sumit Kundu is a Professor and James K. Batten Eminent Scholar Chair in International Business in the College of Business at Florida International University. He is the Vice President of the Academy of International Business [2014–2017] and serves on the editorial boards of Journal of International Business Studies, Journal of World Business, Global Strategy Journal, Journal of International Management, International Business Review, Management International Review, Cross Cultural and Strategic Management – An International Journal, and Thunderbird International Business Review.

Rajneesh Narula is the John H. Dunning Chair of International Business Regulation at the Henley Business School, University of Reading, UK. His research and consulting have focused on the role of multinational firms in development, innovation and industrial policy, R&D alliances and outsourcing. He has published over a 100 articles and chapters in books on these themes. He regularly acts as a consultant and advisor to the European Commission, UNIDO, UNCTAD and the OECD, and a variety of other international organizations. He holds honorary appointments at UNU-MERIT, Norwegian School of Business and Oxford University. 

Tentative publication date:   Summer 2018

Special Issue Editors:

Deadline for submission: June 1, 2017

Tentative publication date:   Summer 2018

Introduction

Forty years ago, Buckley and Casson (1976) published The Future of the Multinational Enterprise.. Following the intellectual legacy of Coase’s (1937) transaction cost economics, Buckley and Casson (1976: 33) argued that the multinational enterprise (MNE) internalizes activities across national boundaries “when markets in intermediate products are imperfect [because] there is an incentive to bypass them creating an internal market.” Hennart (1977, 1982), in parallel to Buckley and Casson (1976), contributed to the theory of the MNE by considering perspectives of transaction costs such as measurement and enforcement costs arising due to bounded rationality and opportunistic behavior in markets. Bringing an early resource-based perspective to internalization theory (before the notion of resource based view or RBV had even been coined in the field of strategy), Rugman (1981) explained internalization decisions made by the firm on the basis of firm specific advantages (FSAs) and country specific advantages (CSAs), while Rugman and Verbeke (1992, 2003, 2004) expanded on the geographic reach of these FSAs, thereby making the critical distinction between location-bound and non-location bound FSAs. Rugman and Verbeke (2001) also uncovered 10 distinct patterns of competence building across borders in MNEs that resulted from particular interactions between FSAs and CSAs, thereby acknowledging the joint importance of entrepreneurial action, transaction cost economizing and requisite resource combination inside the MNE. In parallel, the Eclectic Paradigm (Dunning, 1977, 1988, 1993; Dunning & Lundan, 2008) stressed the joint impact of ownership, location, and internalization advantages to explain the existence and functioning of the MNE.  In combination, these theoretical advances have contributed to the establishment of internalization theory as a generally accepted theory of the MNE – and as an analytical framework that has explicitly or implicitly underlined much of the progress being made in International Business (IB) research over the last four decades. Internalization theory allows predicting a great number of organizational regularities in IB. These range from entry mode choices – and more generally the governance of international transactions, including the rise of international new ventures (INVs) – to internal organizational design in terms of structural and strategic governance, as well as the structuring of the interface with external economic actors. Yet, a number of issues still remain unresolved, and new questions have emerged—in particular, about the continued applicability of internalization theory in a rapidly changing world, and about the foundations of the theory in light of new developments in other fields and disciplines. This special issue on Applying and Advancing Internalization Theory invites original research that addresses these questions.

As noted by Rugman and Verbeke (2003: 125), The Future of the Multinational Enterprise was “a superb starting point for the study of the MNE, even if the complexity of this governance structure has grown far beyond what any international business scholar … could have predicted 25 years ago”. This is even more evident today as the nature of the global economy has changed and continues to change. Novel types of cross-border transactions and forms of MNEs have arisen, raising questions about the universal applicability of the theory. It is now time to revisit the theory of the MNE and to challenge its underlying assumptions. More advanced theoretical and empirical approaches promise to identify and explain better the little explored causal mechanisms leading to the existence or absence of MNEs. Analysis of these mechanisms will highlight not only the “why” but also the “how” of internalization theory. To advance this research agenda, we invite manuscripts from a variety of disciplines, including management and organizational studies, strategy, economics, economic geography, marketing, etc. Ideally, submitted manuscripts should improve upon the current state of internalization theory and its implications for managerial practice, by criticizing or extending the conventional thinking embedded within it. We welcome diverse approaches to this topic, including (but not limited to) conceptual models, formal models, simulations, experimental designs, and empirical studies (both qualitative and quantitative ones). Specifically, we invite submissions falling within one or both of the two themes described below.

Theme 1. Applying Internalization Theory to New Realities: Firms and Markets in the Contemporary Global Economy

Building upon general economic principles, applicable across a wide range of empirical phenomena, many scholars have credibly used internalization theory as an analytical tool in different institutional contexts. The theory has allowed explaining the presence of a variety of governance forms for managing international transactions (Casson, 1995, 2015; Narula & Verbeke, 2015). At the same time, few will dispute the fact that the world looks dramatically different today than it did when internalization theory first emerged. IB scholars therefore need to pay special attention to the new realities of the international economy and their influence on the evolution of MNEs.

A key tenet of internalization is that MNEs arise to exploit imperfections in markets, imperfections that are influenced by the myriad changes often referred to under the conceptual umbrella of “globalization”. These include political developments pertaining to economic integration, trade agreements, currency regimes, and other supra-national institutions that transform both the cost of managing firms across borders and of transacting in international markets (Rugman & Verbeke, 2005). They also include technological advances such as internet-based collaboration tools, virtual communities of practice, and online market exchanges, which have equally strong transaction cost implications (Bakos, 1998; Ardichvili, 2008). In combination, these developments have paved ways for new types of firms and novel business models. Firms are also geographically more dispersed than ever, engage in coopetition, have diffused innovation, and deploy global teams as well as virtual organizational structures (Axinn & Matthyssens, 2002).

Accordingly, two issues that loom large in this new world economic system are the growth of the service sector and the advent of the digital economy. The interactions that e-commerce firms have with their customers tend to possess different attributes and thus alter the cost-benefit calculus of various governance modes, as compared to the manufacturing sector (Singh & Kundu, 2002). Increasingly, new ventures aim to internationalize, right from inception, by leveraging advances in information technology. Widening geographic spread, alternative governance structures to access and control unique resources, and internalization of the core of value chain have strong theoretical implications (Oviatt & McDougall 1994; Verbeke, Zargarzadeh, & Osiyevskyy, 2014). In this process, the role of the subsidiary has become more vital, reflected in the growing importance of subsidiary specific advantage (Rugman and Verbeke, 2001; Mudambi and Navarra, 2004; Meyer, Mudambi, & Narula, 2011) and reverse innovation in MNEs (Mudambi, Piscitello, & Rabbiosi, 2014). As reflected in the concept of “meta-MNEs” (Lessard, Teece, & Leih, 2016), the existence of which can be explained by internalization theory (Verbeke & Kenworthy, 2008), the ability to earn economic rents from the creation of knowledge assets in subsidiaries around the world depends upon advantages of common governance. Yet there are also substantial costs of managing increasingly complex organizations and combining external and internal embeddedness in dispersed subsidiaries (Narula, 2014).

The same technological developments, in parallel with managerial and organizational developments, have also enabled MNEs to operate with increasingly porous boundaries (Regan & Heenan, 2010). The twenty-first century has witnessed the growth of networks and coalitions between firms (Dunning & Boyd, 2003), while the importance of relational assets and social capital has increased over time to as firms aim to access new knowledge (Dunning, 2003). The phenomenon of “quasi-internalization” has thus become increasingly relevant in today’s competitive landscape as organizations seek to utilize a middle-of-the-road approach to organize their activities – via both hierarchy and markets. Since the seminal paper of Hennart (1993) on the “swollen middle”, there has been a growing interest on MNEs’ minimization of organizational cost by looking at shirking, cheating, monitoring and other costs, recognizing that the choice is not one between internalization and externalization, but of a contextually contingent combination including outsourcing and alliances (Dunning, 2015).

These developments, which are often closely interlinked, present unique opportunities for theory development as they reveal the diverse strategies, challenges, and imperatives of the modern MNE. For example, does internalization theory apply, or perhaps apply differently, to alternative governance forms and structures, such as service firms, e-commerce firms, conglomerate businesses, state-owned enterprises, born global firms, family-owned MNEs, and Bottom-of-the-Pyramid MNEs? Does the rise of new business models based on new technologies or management principles influence the choice between internalization and externalization? How do MNEs mitigate opportunism, moral hazard, free riding, and other associated costs when generating and leveraging relational assets for productive gains? Is it even meaningful to continue to talk about the choice between firms and markets when the nature of contemporary economic exchange is often approaching one of quasi-internalization? Application of the theory to new and evolving contexts may bring new insights into subtle mechanisms, and ultimately inform the structure of the theory itself. With this theme, we welcome contributions that reflect the applicability (or partial applicability or even inapplicability) of internalization theory to the new realities of the contemporary global economy.

Theme 2. Advancing Internalization Theory by Rethinking its Foundations: Rationality, Learning, and Evolutionary Dynamics

Just as the context of internalization theory has changed, so has the way in which academics within and outside IB think and theorize about this context. With these changes, there is a so far largely untapped opportunity to integrate theoretical advances and empirical approaches from other disciplines into research on the MNE. Such integration has only recently and partially begun to take place, with various perspectives making excursions into the realm of IB. These include different disciplines, such as political economy (Henderson, Dicken, Hess, Coe, & Yeung 2002) and economic geography (Baldwin & Venables, 2013), as well as different approaches to theorizing, such as those related to microfoundations (Foss & Pedersen, 2004), general equilibrium modeling (Buckley & Hashai, 2009), co-evolutionary economics (Pitelis & Teece, 2010), equifinality (Raymond & St. Pierre, 2013), and agent-based simulation (Asmussen, Larsen, and Pedersen, 2016). However, uncharted territory still abounds and it is an open question how these perspectives can be subsumed into internalization theory, and in what ways they extend, refine, and challenge this theory. With this theme, we therefore aim to “open up the black box” of internalization theory and revisit its foundations.

One issue that sits squarely in this black box is the issue of behavioral assumptions. Internalization theory mostly predicts that effective governance forms will prevail, thereby implicitly or explicitly deriving its predictions from a profit-maximizing (or cost minimizing) paradigm (reflecting its roots in economic theory). Empirical evidence, in turn, mostly supports the predictions emerging from this paradigm, including predictions of foreign entry modes (e.g., Anderson & Gatignon, 1986; Agarwal & Ramaswami, 1992), location choices (e.g., Friedman, Gerlowski, & Silberman 1992; Mariotti & Piscitello, 1995), and performance (e.g., Kirca et al., 2011; Kirca, Fernandez, & Kundu 2016). However, we know surprisingly little about how these outcomes actually emerge. At the same time, economists themselves have continued to refine and challenge the notion of rationality. More precise concepts developed within the Coasean paradigm, such as adverse selection, moral hazard, holdup, have further enriched the analysis using the basic internalization approach (Chi, 1994), and imperfections such as bounded rationality and bounded reliability have been more completely developed (Verbeke & Greidanus, 2009; Kano & Verbeke, 2015). Even more radical departures from orthodoxy have come from new perspectives such as behavioral game theory (Camerer, 1997) and fairness equilibrium (Rabin, 1993). In this process, the barriers between economics and the other social science disciplines have become more porous and alternatives to economic rationality concepts, for example altruism (McWilliams, Siegel, & Wright, 2006) and collective identification (Cooper & Thatcher, 2010), have been applied to organizations and business settings.

These observations raise a number of related questions pertaining to internalization theory. For example, who makes the decisions about internalization and externalization? What guides these decision processes in terms of expectations, learning, and feedback loops, and how are those influenced by bounded rationality and by the challenges of measuring transaction costs? Which selection mechanisms (for example, competition in the markets for managers, capital, labor, or products) ensure efficient outcomes and under which conditions? What are the dynamic implications in terms of the evolution of firms and markets in a global context, and the performance of firms in the short and long term? To answer these questions, we need a better understanding of the causal mechanisms underlying the theory of the MNE, the scope of predictions supported by its assumptions, and the consequences of relaxing these assumptions. Obviously, any modifications to the assumptions and analytical logic of internalization need to be explicitly spelled out to ensure commensurability and logical consistency.

In rethinking the foundations of internalization theory along the above lines, new theoretical developments in adjacent research fields may provide leverage. These include, for example, the considerable research efforts on the governance of global value chains that have been undertaken since the 1990s in the fields of sociology, economic geography, development studies, and political economy. Scholars in these fields have examined issues such as sourcing (Gereffi 1999; Kaplinsky 1998; Dolan & Humphrey 2000) and contract manufacturing (Schmitz & Knorringa, 2010). Since the early 1990s, various frameworks have been put forward in attempting to explain how global industries are organized and governed (Coe, Dicken, & Hess, 2008). In their discussion of the organization of economic activities, these studies implicitly relate to the issue of global markets versus hierarchies that internalization theory also addresses, but so far very little cross-fertilization has occurred between these research streams.

Finally, similar to the governance aspects, the spatial aspects of internalization theory arguably remain equally underdeveloped, leaving ample opportunities to further integrate geographic aspects into studies of the MNE (Dunning, 1998). The ongoing analyses of semi-globalization (Ghemawat, 2003) and discontinuities in geographic space (Beugelsdijk and Mudambi, 2013) suggest the need to revisit accepted IB theories with the added insight of supra-national geographic levels, such as regions (Rugman and Verbeke, 2004; Arregle, Miller, Hitt, & Beamish, 2013; Verbeke & Asmussen, 2016), and of sub-national geographic levels, such as cities (Goerzen, Asmussen, & Nielsen, 2013). With this theme, we aim to integrate insights from the above-mentioned disciplines (and potentially other ones)  outside of IB, into our understanding of the existence and boundaries of the MNE.

Conclusion

Of the two themes, the first has an emphasis on phenomena and the second on theory, but both themes have in common their focus on the MNE. Importantly, the two themes are not independent—for example, it is possible that the application of internalization theory to new contexts requires a re-specification of its assumptions, or that the change of assumptions leads to new predictions that require specific context for empirical testing. Overall, the aim of the special issue is to encourage academic research that develops more fine-grained analysis of how the MNE decides on its boundaries and on the organizational forms it takes. On particularly important, “intelligently controversial” questions, the editors may decide to foster debate using a point-counterpoint format. We hope that the collection of papers in our special issue will contribute to the evolving research on MNEs so as to create a more formative unified theory and a common epistemology for comprehending the evolution of MNEs within the ongoing progression of international business activities.                

Submission Process

All manuscripts will be reviewed as a cohort for this special issue. Manuscripts must be submitted in the window between May 15, 2017, and June 1, 2017, at http://mc.manuscriptcentral.com/jibs. Please indicate in the cover letter which theme(s) of the two described above the submitted manuscript addresses. All submissions will go through the JIBS regular double-blind review process and follow the standard norms and processes.

For more information about this call for papers, please contact the Special Issue Editors or the JIBS Managing Editor (managing-editor@jibs.net).

References

Agarwal, S. & Ramaswami, S. 1992. Choice of foreign market entry: impact of ownership, location and internationalization factors. Journal of International Business Studies, 33 (1), 517-551.

Anderson, E., & Gatignon, H. 1986. Modes of foreign entry: A transaction cost analysis and proposition. Journal of International Business Studies, 17(3), 1–26.

Ardichvili, A. 2008. Learning and Knowledge Sharing in Virtual Communities of Practice: Motivators, Barriers, and Enablers. Advances in Developing Human Resources, 10: 541–54.

Arregle, J.L., Miller, T.L., Hitt, M.A. & Beamish, P.W. 2013. Do regions matter? An integrated institutional and semiglobalization perspective on the internationalization of MNEs. Strategic Management Journal, 34(8), 910-934.

Asmussen, C.G., Larsen, M.M., & Pedersen, T. 2016. Organizational Adaptation in Offshoring: The Relative Performance of Home- and Host-based Learning Strategies. Organization Science, 27(4): 911-928.

Axinn, C. N. & Matthyssens, P. 2002. Limits on internationalization theories in an unlimited world. International Marketing Review 19(5), 436–449.

Bakos, Y. 1998. The emerging role of electronic marketplaces on the Internet. Communications of the ACM, 41(8): 35-42.

Baldwin, R. & Venables, A. 2013. Spiders and snakes: Offshoring and agglomeration in the global economy. Journal of International Economics, 90(2): 245–254.

Beugelsdijk, S., & Mudambi, R. 2013. MNEs as border-crossing multi-location enterprises: The role of discontinuities in geographic space. Journal of International Business Studies, 44(5), 413–426.

Buckley, P. J., & Casson, M. C. 1976. The future of the multinational enterprise. London: Macmillan

Buckley, P. J., & Hashai, N. 2009. Formalizing internationalization in the eclectic paradigm. Journal of International Business Studies, 40(1), 58–70.

Camerer, C. 1997. Behavioral game theory: Experiments in strategic interaction. New York, USA: Princeton University Press.

Casson, M. 1995. Enterprise and competitiveness: A systems view of international business: Oxford University Press.

Casson, M. C. 2015. Coase and International Business: The Origin and Development of Internalisation Theory. Managerial and Decision Economics, 36(1), 55-66.

Chi, T. 1994. Trading in strategic resources: Necessary conditions, transaction cost problems, and choice of exchange structure. Strategic Management Journal, 15 (4): 271-290.

Coase, R. H. 1937. The Nature of the Firm. Economica, 4(16), 386-405.

Coe, N.M., Dicken, P. & Hess, M. G. 2008. Introduction: global production networks – debates and challenges. Journal of Economic Geography, 8(3): 267-269.

Cooper, D., & Thatcher, S. M. B. 2010. Identification in organizations: The role of self-concept orientations and identification motives. Academy of Management Review, 35: 516–538.

Dolan, C. & Humphrey, J. 2000. Governance and trade in fresh vegetables: the impact of UK supermarkets on the African horticulture industry. Journal of Development Studies, 37(2): 147-76.

Dunning, J. H. 1977. Trade, location of economic activity and the multinational enterprise: A search for an eclectic approach In B. Ohlin, P. O. Hesselborn, & P. J. Wijkmann (Eds.), The International Allocation of Economic Activity, London: McMillan, 395-416.

Dunning, J. H. 1988. The eclectic paradigm of international production: A restatement and some possible extensions. Journal of International Business Studies, 19(1), 1-31.

Dunning, J. H. 1993. Multinational enterprises and the global economy. Wokingham: Addison Wesley Publishing company.

Dunning, J. H., 1998. Location and the multinational enterprise: a neglected factor? Journal of International Business Studies 29 (1), 45–66.

Dunning, J. H. 2003. Relational assets, networks and international business activity. In John H. Dunning and Gavin Boyd (Eds.), Alliance Capitalism and Corporate Management – Entrepreneurial Cooperation in Knowledge Based Economies: 1-23. Cheltenham, UK and Northampton, MA, USA: Edward Elgar.

Dunning, J. H. 2015. Reappraising the Eclectic Paradigm in an Age of Alliance Capitalism. In John H. Dunning (Ed.), The Eclectic Paradigm: A Framework for Synthesizing and Comparing Theories of International Business from Different Disciplines or Perspectives: 111-142. London, UK: Palgrave McMillan.

Dunning, J. H. and Boyd, G. (Eds.). 2003. Alliance Capitalism and Corporate Management – Entrepreneurial Cooperation in Knowledge Based Economies. Cheltenham, UK and Northampton, MA, USA: Edward Elgar.

Dunning, J. H. & Lundan, S. M. 2008. Multinational Enterprises and the Global Economy. Cheltenham, UK and Northampton, MA, USA: Edward Elgar.

Foss, N. & Pedersen, T. 2004. Organizing knowledge processes in the multinational corporation: an introduction. Journal of International Business Studies 35(5), 340–349.

Friedman, J., Gerlowski, D. A., & Silberman, J. 1992. What attracts foreign multinational corporations? Evidence from branch plant location in the United States. Journal of Regional Science, 32(4), 403-418.

Gereffi, G. 1999. International trade and industrial upgrading in the apparel commodity chain. Journal of International Economics, 48(1): 37-70.

Ghemawat, P. 2003. Semiglobalization and international business strategy. Journal of International Business Studies, 34(2), 138–52.

Goerzen, A., Asmussen, C. G., & Nielsen, B. B. 2013. Global cities and multinational enterprise location strategy. Journal of International Business Studies, 44(5), 427-450.

Hennart, J.-F. 1977. A theory of foreign direct investment. University of Maryland, Maryland.

Hennart, J.-F. 1982. A theory of multinational enterprise. Ann Arbor: University of Michigan Press.

Hennart, Jean-Francois. 1993. Explaining the swollen middle: Why most transactions are a mix of “market” and “hierarchy”. Organization Science, 4(4): 529-547.

Henderson, J., Dicken, P., Hess, M., Coe, N. & Wai-Chung Yeung, H. (2002) Global production networks and the analysis of economic development, Review of International Political Economy, 9(3), pp. 436–464

Kano, L. & Verbeke, A., 2015. The three faces of bounded reliability: Alfred Chandler and the micro-foundations of management theory. California Management Review, 58(1): 97-122.

Kaplinsky, R. 1998. Globalization, industrialization and sustainable growth: the pursuit of the nth rent. IDS Discussion Paper No. 365. Institute of Development Studies, University of Sussex, Brighton, UK.

Kirca, A. H., Hult, G. T. M., Roth, K., Cavusgil, S. T., Perryy, M. Z., Akdeniz, M. B., Deligonul, S. Z., Mena, J. A., Pollitte, W. A., & Hoppner, J. J. 2011. Firm-specific assets, multinationality, and financial performance: a meta-analytic review and theoretical integration. The Academy of Management Journal, 54(1), 47-72.

Kirca, A.H., Fernandez, W.D., & Kundu, S.K. 2016. An empirical analysis of internalization theory in emerging markets: The role of firm-specific assets and asset dispersion in the multinationality-performance relationship. Journal of World Business, 51(4): 628-640.

Lessard, D., Teece, D.J. & Leih, S., 2016. The Dynamic Capabilities of Meta‐Multinationals. Global Strategy Journal, 6(3), 211-224.

Mariotti, S., & Piscitello, L. 1995. Information costs and location of FDIs within the host country: empirical evidence from Italy. Journal of International Business Studies, 26(4), 815-841.

McWilliams, A., D. Siegel & P. M. Wright. 2006. Corporate Social Responsibility: Strategic Implications. Journal of Management Studies, 43(1): 1–18.

Meyer, K.E., Mudambi, R. & Narula, R., 2011. Multinational enterprises and local contexts: The opportunities and challenges of multiple embeddedness. Journal of Management Studies, 48(2): 235-252.

Mudambi, R. & Navarra, P., 2004. Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within MNCs. Journal of International Business Studies, 35(5): 385-406.

Mudambi, R., Piscitello, L., & Rabbiosi, L. 2014. Reverse knowledge transfer in MNEs: Subsidiary innovativeness and entry modes. Long Range Planning, 47(1-2): 49-63.

Narula, R. 2014. Exploring the paradox of competence-creating subsidiaries: Balancing bandwidth and dispersion in MNEs. Long Range Planning, 47: 4-15.

Narula, R. & Verbeke, A., 2015. Making internalization theory good for practice: The essence of Alan Rugman's contributions to international business. Journal of World Business, 50(4), 612-622.

Oviatt, B.M. & McDougall, P.P., 1994. Toward a theory of international new ventures. Journal of International Business Studies, 25(1), 45-64.

Pitelis, C.N. & Teece, D.J., 2010. Cross-border market co-creation, dynamic capabilities and the entrepreneurial theory of the multinational enterprise. Industrial and Corporate Change, 19(4), 1247-1270.

Rabin, M. 1993. Incorporating Fairness into Game Theory and Economics. American Economic Review, 83 (5): 1281-1302.

Raymond, L. & St-Pierre, J. (2013). Strategic capability configurations for the internationalization of SMEs: A study in equifinality. International Small Business Journal, 31(1), 82–102.

Regan, M.C. & Heenan, P.T. 2010. Supply Chains and Porous Boundaries: The Disaggregation of Legal Services, Fordham Law Review 78, 2137-2139.

Rugman, A. M. 1981. Inside the multinationals: The economics of internal markets. London: Croom Helm.

Rugman, A. M., & Verbeke, A. 1992. A note on the transnational solution and the transaction cost theory of multinational strategic management. Journal of international business studies, 23(4), 761-771.

Rugman, A. M. & Verbeke, A., 2001. Subsidiary-specific advantages in multinational enterprises. Strategic Management Journal, 22(3), 237-250.

Rugman, A. M., & Verbeke, A. 2003. Extending the theory of the multinational enterprise: internalization and strategic management perspectives. Journal of International Business Studies, 34(2), 125-137.

Rugman, A. M., & Verbeke, A. 2004. A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies, 35(1), 3–18.

Rugman, A. M., & Verbeke, A. 2005. Towards a theory of regional multinationals: A transaction cost economics approach. Management International Review, 45(1): 5–17.

Singh, N. & Kundu, S.K. 2002. Explaining the growth of e-commerce corporations (ECCs): An extension and application of electic paradigm, Journal of International Business Studies, 33(4), 679-697.

Schmitz, H. & Knorringa, P. 2010. Learning from Global Buyers. The Journal of Development Studies, 37(2): 177-205.

Verbeke, A., Zargarzadeh, A. M. & Osiyevskyy, O., 2014. Internalization theory, entrepreneurship and international new ventures. Multinational Business Review, 22(3), 246-269.

Verbeke, A. & Asmussen, C.G. 2016. Global, Local, or Regional? The Locus of MNE Strategies. Journal of Management Studies, 53(6): 1051-1075.

Verbeke, Α., & Greidanus, N. 2009. The end of the opportunism versus trust debate: Bounded reliability as a new envelope concept in research on MNE governance. Journal of International Business Studies, 40(9): 1471-1495

Verbeke, A. & Kenworthy, T.P., 2008. Multidivisional vs metanational governance of the multinational enterprise. Journal of International Business Studies, 39(6), 940-956.

About the Guest Editors (Listed Alphabetically)

Christian Geisler Asmussen is a Professor of Strategic and International Management at Copenhagen Business School. Drawing on a background in formal economics but applying a multi-disciplinary approach to his research, he focuses in particular on the interaction between competitive advantage, geographic scope, and organizational structure. His research has been awarded numerous prizes from the Danish and international research communities, including the Barry M. Richman best dissertation award from the Academy of Management and the Haynes Prize for most promising scholar from the Academy of International Business. He currently heads a research project aiming to uncover the drivers of the micro-location choices of multinational firms.

Tailan Chi is a Professor of International Business & Strategy and Co-Director of the Center for Global Business Studies at the School of Business, University of Kansas. He is an editor of the Journal of International Business Studies and serves on the editorial boards of the Strategic Management Journal, Journal of World Business, Global Strategy Journal, International Journal of Strategic Change Management, and Journal of International Business & Economy.   

Sumit Kundu is a Professor and James K. Batten Eminent Scholar Chair in International Business in the College of Business at Florida International University. He is the Vice President of the Academy of International Business [2014–2017] and serves on the editorial boards of Journal of International Business Studies, Journal of World Business, Global Strategy Journal, Journal of International Management, International Business Review, Management International Review, Cross Cultural and Strategic Management – An International Journal, and Thunderbird International Business Review.

Rajneesh Narula is the John H. Dunning Chair of International Business Regulation at the Henley Business School, University of Reading, UK. His research and consulting have focused on the role of multinational firms in development, innovation and industrial policy, R&D alliances and outsourcing. He has published over a 100 articles and chapters in books on these themes. He regularly acts as a consultant and advisor to the European Commission, UNIDO, UNCTAD and the OECD, and a variety of other international organizations. He holds honorary appointments at UNU-MERIT, Norwegian School of Business and Oxford University.

Aquinas College invites applications for a tenure-track position as the lead faculty member for the major of International Business in the Business Administration Department.  The appointment will begin in August 2019.

The successful candidate will have expertise in the study of international business, teaching excellence, work experience with a global company, and evidence of scholarship.

Teaching responsibilities are primarily within the Bachelor of Science in International Business degree, although there will be opportunities within the Bachelor of Science in Business Administration and Master of Management degree programs, teaching courses in management, marketing, finance, and culture as they relate to international business.  The standard teaching load is 12 credit hours per semester. Related responsibilities include: maintaining office hours, advising and mentoring students, pursuing scholarly research, bridging relationships with the business community, and participating in departmental and college-wide service.

Qualified candidates must have a master’s degree in international business or a related field; PhD or DBA strongly preferred.   

As an educational community that embraces its namesake’s integration of faith and reason, Aquinas College esteems the Dominican philosophy of education rooted in prayer, study, community and service.  Candidates must be willing to support the Catholic Dominican mission of Aquinas College as expressed in its mission statement.

To apply, please submit the following:

  1. Cover letter that describes your teaching philosophy
  2. Curriculum vitae
  3. List of references
  4. Statement reflecting on your potential contribution to the Aquinas College mission 

To apply for this position, please visit: https://aquinas.prismhr-hire.com/ Review of applications will begin December 2018.

Equal Employment Opportunity Statement:

Aquinas College is an equal opportunity employer and an inclusive educational community rooted in the Catholic Dominican tradition.  Aquinas College provides a liberal arts education with a global perspective, emphasizes career preparation focused on leadership and service to others, and fosters a commitment to lifelong learning dedicated to the pursuit of truth and the common good. Aquinas College values: Faith, Learning, Service and Community.

International Business and Foreign Language 

International Journal of Multinational Corporation Strategy Special Issue on: "Artificial Intelligence (AI) and Technology Diffusion – Multinational Marketing Management Strategies"

As technology revolutionises communication, financial flows and transportation, the world continues to feel smaller and smaller. It is now possible for companies to conduct business in almost any country around the world due to advances in global trade. Consequently, international and multinational marketing management are becoming more important; they support business activities, co-operations and consumer promotions. Multinational marketing can be simply categorised into two modes: business-to-business mode (B2B; industrial marketing) focuses on co-operations between organisations and resource sharing and integration, while business-to-consumer mode (B2C; promotional marketing) puts more emphasis on product and service positioning as well as promotions for end customers. From the B2B industrial marketing perspective, with the trend of AI development, global technology companies such as Google, IBM and NVIDIA have started to establish research centres and invest in skilled technical employees in host countries. These multinational enterprises (MNEs) work closely with local businesses in host countries and utilise the host country's information and communications technology (ICT) supply chain planning and technological manufacturing capabilities in the MNEs' AI research and development (R&D) and production. Having support from the governments of these host countries, such as the policy of promoting open, investment regimes and liberalised trade as a basis for economic growth, MNEs aim to build a consummate innovation ecosystem in these host countries.

Nevertheless, the innovation diffusion and collaborative R&D industrial strategies are facing significant challenges. For instance, MNEs' strategies in innovation diffusion and R&D collaboration are affected by host countries' industrial clusters, supply chains and related regulations (Cantwell & Zhang, 2011; Crescenzi, Gagliardi & Iammarino, 2015; Nygaard & Dahlstrom, 1992); resource integration is difficult as industrial marketing elements such as the host country's technology adoption capabilities of different industries and companies—including semiconductors, ICT, precision machinery manufacturing, and textiles—all need considerable evaluation and organisation (Castellani & Zanfei, 2002; Reddy, 1997). From the B2C marketing perspective, although more researchers and practitioners are devoted to promoting new AI applications, existing studies predominantly focus on maximising AI utility. For instance, the technology acceptance model (TAM) suggests that ease of use, usefulness, privacy issues and the possible risks of using an AI application can affect consumers adoption intentions (Davis, 1989; Duan, Edwards & Dwivedi, 2019).

However, more and more industrial reports indicate that the relevant AI utility factors are not sufficient enough to support the international marketing and promotional activities in most host countries, particularly host countries with companies who have recently established cooperative relationships with the MNEs (i.e. the AI applications are fairly new to consumers in these host countries) (Roth & Romeo, 1992; Carneiro & Faria, 2016). For instance, the Chinese brand Vivo frequently introduces innovative technologies but often encounters challenges when promoting in host countries such as Japan and Korea where Vivo develops AI applications with local businesses (Batra et al., 2000). Similarly, plastic payment such as debit cards and mobile payment are widely adopted in Western countries but are hard to promote in most Eastern societies such as India, even though many technological protocols are codeveloped with companies in India (Kesharwani & Bisht, 2012; Zhao, Anong & Zhang, 2019).

Furthermore, Facebook has been widely adopted by 24 billion users worldwide, but their Marketplace services are difficult to promote outside the U.S (Al-Heeti, 2018). In summary, although a good AI multinational co-operation might be established between the home country and the host country, the promotion of these AI applications in host countries can still be challenging. Some practitioners suggest that when introducing new technologies and AI applications to a new country or region, companies should create a character brand (Zhao & Balague, 2015). For example, “LINE”, an instant communication application for electronic devices, introduced “LINE FRIENDS” to create different characters or mascots for the brand. Such brand positioning strategies may help companies introduce new technology to other countries by capitalising on an emotional bond with consumers (Calder, Malthouse & Schaedel, 2009).

Nevertheless, when lacking a consistent theoretical foundation, it is hard to duplicate business success across nations. Unfortunately, only a few studies have investigated AI business co-operations with local organisations in host countries (B2B) or promotional strategies of AI applications (B2C) in these host countries. Our understanding of brand management, consumers' technology adoption intention, and cultural differences in managing and establishing multinational marketing management strategies is still limited. This call for papers seeks to provide multinational companies with AI development and management strategies from the B2B and B2C marketing perspectives, including government policy development, innovation diffusion and ecosystems, consumer behaviour and culture differences, and consumer AI adoption. Studies are encouraged to investigate industrial marketing perspectives and/or the consumer promotional marketing perspective of MNEs seeking to expand AI technologies to new foreign markets.

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

From the B2B perspective:

  • MNE with AI development’s marketing and innovation diffusion
  • MNE with AI development’s global innovation strategy on AI technology
  • MNE with AI development and (local) innovation ecosystem
  • MNE with AI development and host countries’ sectoral and technological innovation system
  • MNEs with AI development’s innovation diffusion and host countries’ technology adoption
  • AI innovation diffusion and industrial dynamics/transformation

From the B2C perspective:

  • MNEs’ brand extension and management
  • MNEs’ country of origin and country image on the execution of AI and introduction of new technology to a new market
  • MNEs’ communication and promotional strategies
  • MNEs’ AI personalisation and localisation of products
  • Target market legislation or government policy barriers on MNEs’ introduction of AI and new technology products

Notes for Prospective Authors

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. (N.B. Conference papers may only be submitted if the paper has been completely rewritten and if appropriate written permissions have been obtained from any copyright holders of the original paper). All papers are refereed through a peer review process. https://www.dropbox.com/s/ih7pokks4wqhjxi/IJMCS%20CFP%20id4954.pdf?dl=0 All papers must be submitted online. To submit a paper, please read our Submitting articles page: https://www.inderscience.com/jhome.php?jcode=ijmcs

If you have any queries concerning this special issue, please email Dr. Yu-Lun Liu at y.l.liu@ntut.edu.tw.

Important Dates

Manuscripts due by: 31 May, 2020

Notification to authors: 31 July, 2020

Final versions due by: 1 October, 2020

References

Al-Heeti, A. (2018). 'Facebook Marketplace is used in 70 countries, by 800 million people monthly', CNET, 1 May [Online]. Available at: https://www.cnet.com/news/facebook-marketplace-is-used-in-70-countries-by-800-million-people-monthly/ (Accessed: 28 September 2019).

Batra, R., Ramaswamy, V., Alden, D. L., Steenkamp, J. E. M. and Ramachander, S. (2000). 'Effects of brand local and nonlocal origin on consumer attitudes in developing countries', Journal of Consumer Psychology, 9(2), pp. 83-95.

Calder, B. J., Malthouse, E. C. and Schaedel, U. (2009). 'An experimental study of the relationship between online engagement and advertising effectiveness', Journal of Interactive Marketing, 23(4), pp. 321-331.

Cantwell, J., and Zhang, Y. (2011). 'Innovation and location in the multinational firm', International Journal of Technology Management, 54(1), pp. 116-132.

Carneiro, J. and Faria, F. (2016). 'Quest for purposefully designed conceptualization of the country-of-origin image construct', Journal of Business Research, 69(10), pp. 4411-4420.

Castellani, D. and Zanfei, A. (2002). 'Multinational experience and the creation of linkages with local firms:evidence from the electronics industry', Cambridge Journal of Economics, 26(1), pp. 1-25.

Crescenzi, R., Gagliardi, L. and Iammarino, S. (2015). 'Foreign multinationals and domestic innovation: Intra-industry effects and firm heterogeneity', Research Policy, 44, pp. 596–609.

Davis, F. D. (1989). 'Perceived usefulness, perceived ease of use, and user acceptance of information technology', MIS quarterly, 13(3), pp. 319-340.

Duan, Y., Edwards, J. S. and Dwivedi, Y. K. (2019). 'Artificial intelligence for decision making in the era of Big Data – evolution, challenges and research agenda', International Journal of Information Management, 48, pp. 63-71.

Kesharwani, A. and Bisht, S. S. (2012). 'The impact of trust and perceived risk on internet banking adoption in India: An extension of technology acceptance model', International Journal of Bank Marketing, 30(4), pp. 303-322.

Nygaard, A. and Dahlstrom, R. (1992). 'Multinational company strategy and host country policy', Scandinavian Journal of Management, 8(1), pp. 3-13.

Reddy, P. (1997). 'New trends in globalization of corporate R&D and implications for innovation capability in host countries: a survey from India', World Development, 25(11), pp. 1821-1837.

Roth, M. S. and Romeo, J. B. (1992). 'Matching product category and country image perceptions: A framework for managing country-of-origin effects', Journal of International Business Studies, 23(3), pp. 477-497.

Zhao, H., Anong, S. T. and Zhang, L. (2019). 'Understanding the impact of financial incentives on NFC mobile payment adoption: An experimental analysis', International Journal of Bank Marketing, 37(5), pp. 1296-1312.

Zhao, Z. and Balague, C. (2015). 'Designing branded mobile apps: Fundamentals and recommendations', Business Horizons, 58(3), pp. 305-315.

Note: Special issue conference will be held at Tongji University, Shanghai, China, December 19–20, 2012.

A ten page paper proposal should be submitted by October 31, 2012 (see submission process below)

Over the past two decades, many Asian economies have grown dramatically with an average growth of about 8% per year throughout the region. This dramatic economic growth has allowed large numbers of people to move out of poverty. However, it is increasingly clear that while there has been dramatic improvement in the overall rates of poverty in many nations in Asia, there are large numbers of people still in poverty in spite of the fast economic growth. For example, China continues to have over 300 million people that live in severe poverty while India has over 600 million. The large number of the severely poor people has increasingly been recognized as an issue for both governments and for businesses throughout Asia.

Governments and businesses understand that for continued economic growth, there needs to be political stability. For governments the presence of large numbers of the severely poor whose lives do not seem to be able to improve despite rapid economic growth offers a potential challenge to the needed political stability. However, businesses increasingly also see the large number of people in severe poverty are not only an issue for social concern, but also as a potentially large untapped market of consumers for goods and services. This ability to provide products to those desperately poor may in fact be easiest for firms in Asia as they internationalize and understand these markets. Asian multinational and entrepreneurial firms’ environmental setting includes such potential customers where major North American and European firms typically have no major access or understanding of this setting that is immediately at hand.

The recognition of the desperately poor as a potential market will not only lead to  new sales for these firms but also offers a means to help those individuals in desperate poverty to create assets and prosperity. As a result, there is a fresh recognition that business in fact may offer the greatest single potential means to move individuals out of poverty. The generation of greater economic activity among the desperately poor may provide the means for the poor to change their own lives rather than the government or other groups doing for them. This has led to a focus by both governments and businesses to seek to encourage greater economic activity among the desperately poor. This activity includes not only business seeking to enter these settings but governments also looking to support other activities by non-profit organizations (NGOs) that generate business among the poor.

Management scholars have been slow to identify and examine an array of questions associated with the increasing entry of international business into settings of desperate poverty and the actions of government to support economic activity among the desperately poor. We believe that through poverty–business focused research, scholars can better understand businesses’ role in both helping Asia to reduce poverty, and also generating profit for companies as they reach out to serve these large untapped communities of consumers.

This APJM Special Issue seeks to provide a robust analysis of poverty and business in the Asian context. We want to generate new insights on poverty in the Asian context and how business can help to move people out of desperate poverty. Overall, the editors’ belief is that as business helps to generate greater economic activity in settings of severe poverty they will help to solve poverty as individuals in severe poverty are able to both generate greater incomes and accumulate greater assets as they participate with those large firms in those activities. Thus, a rich range of topics can be included in the special issue as we look at new and innovative activities that help to address these issues. 

For example, we hope to receive research that will expand the limited research on major corporations serving the “bottom of the pyramid” or “subsistence markets” and how firms create such innovative methods to serve these markets. In addition, we are also interested in seeing articles that address how bringing business skills and ideas to settings of severe poverty can address the issues of poverty. There are also new technologies that help to solve the issues of poverty such as cell-phone banking. How do firms developing such technologies ensure that their products meet the needs of very different customer than have been typically addressed? In addition, how government policy can encourage more economic activity in settings of severe poverty, micro lending by governmental and NGOs, and the role of informal firms are also encouraged.

All else being equal, we encourage interdisciplinary teams to explore the above issues and also encourage diversity of thinking to create the path-breaking insights that we seek. Research questions of potential interest for this special issue could include, but are not limited to:

1.   There are numerous enterprising individuals in Asia living in severe poverty with innovative ideas but without sufficient access to financial resources. What can be done to facilitate the transition of these innovative ideas to generate business venture growth in Asia? What is the role of microfinance in the effort to address this shortage of financial resources?

2.   Many individuals in poverty form informal firms—firms that do not conduct legal activities but which do not register with the government. What is the nature of these firms? How does being an informal firm enable or restrict the ability of such firms for both survival and growth.

3.   What is the role of networks and alliances by individuals in Asia living in severe poverty as they seek to either found or grow a business?

4.   When firms seek to serve those that live in desperate poverty what are the strategic actions of the business that generate the greatest success? What are the ethical issues a firm must address as they seek to serve and compete in this domain in Asia as they pursue those activities?

5.   What are the actions of governments that help to generate the greatest success as firms both seek to address issues of poverty and to serve and compete in markets characterized by desperate poverty?

6.   What alliances between for-profit firms and NGOs help to generate the greatest reduction in poverty? In such alliances, what are the factors that generate the greatest success for business?

7.   How do the issues of poverty and business differ across Asia? Particularly, as we consider the two largest economies in the region, China and India, what are the substantive differences of how business competes to serve the desperate poor in these two markets?

8.   How do the innovation processes of firms differ as they seek to address those living at the bottom of the pyramid? Are Asian firms that come from these settings able to develop unique or more appropriate solutions than are firms from richer countries?

Submission Process

The submission process for this special issue shall be different than those typically pursued by APJM. Individuals are encouraged to submit a proposal to the special issue conference prior to submission of the article to the journal. This proposal should be 10 pages in length and submitted by October 31, 2012. Those proposals found to be relevant to the special issue will be asked to make a short presentation of their proposal to a conference focused on the special issue.

The special issue conference will be held at Tongji University in Shanghai, China, December 19–20, 2012. Proposals will receive brief comments at the conference. From the larger set of proposals presented, a smaller subset of papers will be encouraged to be submitted to the special issue. This subset will receive more extensive comments from the editors on how the paper should be developed for submission to the special issue.

The papers in this subset of selected proposals will be sent out for peer review. While those who cannot attend the proposal conference may submit to the special issue, authors are strongly encouraged to participate in this conference and the proposal system that is established. The submission of papers for the special issue is May 20, 2013. The expected publication date is 2014.

For questions regarding the conference and the special issue and the submission, please contact the guest editors: Garry Bruton g.bruton@tcu.edu, David Ahlstrom Ahlstrom@baf.msmail.cuhk.edu.hk, and/or Steven Si ssi@bloomu.edu.

The University of Hong Kong's Asia Case Research Centre (ACRC) includes a variety of Asia-business-related cases developed by the university. The site provides access to abstracts and teaching notes, and the full text of the cases can be ordered online for a fee.

The Asia School of Business (ASB) in Kuala Lumpur is launching in September 2016 its inaugural full-time, two-year MBA program in collaboration with the MIT Sloan School of Management with support from the Central Bank of Malaysia (Bank Negara Malaysia).

The ASB will serve as an educational platform that contributes world-class business, finance, management, entrepreneurship and leadership education to Malaysia and the region. The ASB’s research program agenda is to develop unique and relevant perspectives on emerging market economies such as those in Asia.

The ASB will offer a rigorous core MBA curriculum patterned on the MIT Sloan School core, complemented by action learning projects spanning a broad range of institutions and corporations across SE Asia’s emerging economies. The ASB features a modern, state-of-the–art residential campus adjacent to the vibrant city center area of Kuala Lumpur. ASB faculty will have numerous opportunities for exchange time with MIT Sloan faculty.

We are seeking individuals with excellent academic credentials, passion for action learning and action research, and interest in the emerging economies of Asia and SE Asia, who can join our exciting and dynamic start-up team.

The ASB invites applications for both junior and senior positions in the following areas:

  • Organizational studies
  • Strategy
  • Entrepreneurship and innovation
  • Marketing
  • Finance and accounting
  • Operations
  • Economics
  • OR & statistics

Ability to establish successful and sustainable relationships and research programs with industry is highly desirable.

Interested applicants should send an email expressing interest to: Professor Raymond Fung, Asia School of Business, raymondfung@asb.edu.my, +1-510-484-4775

Professor Fung will be representing the Asia School of Business at the AIB conference in New Orleans

After an initial discussion, we will request the following a a cover letter with a curriculum vita, b three letters of recommendation; c official transcripts (for new PhD’s); d samples of current research e teaching evaluations (if available).

The review process will begin immediately and continue until the positions are filled. Starting date of the position is expected to be July 2017, although this can be negotiated. Salary is commensurate with field of interest.

The Asia School of Business is an equal opportunity institution.

Read more about the ASB and the MIT collaboration http://mitsloan.mit.edu/international/partner-programs/asia-school-of-business/.

Submission Deadline: February 16, 2015

Program Chair: Carol Reade, San José State University

AJBS will hold its 28th Annual Meeting in cooperation with the Academy of International Business (AIB) in Bengaluru, India. The combined conference will run from June 26th through June 30th. The AJBS conference is June 26-27 (full day June 26th and half day June 27th) and the AIB conference is June 27-30, 2015).  The Program Chair for this year’s conference is Carol Reade, San José State University, USA.

About AJBS: From its genesis as an informal network in 1982, AJBS was officially organized and held its first conference at the Wharton Business School in January, 1987. AJBS holds annual conferences at venues throughout the world, providing an opportunity for discussion of current developments and research on a range of business, public policy and teaching issues related to Japan. Papers for AJBS conference presentation are double blind peer reviewed. Accepted papers are considered for publication in the journal, Asian Business & Management (ABM). AJBS welcomes scholars, students and practitioners from all disciplinary backgrounds who are interested in Japanese business issues.

Why should you participate in both (AJBS and AIB) conferences?  With one trip, you can attend both the most prestigious professional meeting in international business and an intimate conference that focuses specifically on Japanese business issues. The AJBS conference provides additional opportunities for journal publication and best paper awards, as detailed below.

Paper Submission: Authors may submit papers to either or both conferences. AJBS will consider submissions that have already been presented elsewhere, but not published in a journal or book. Authors are encouraged to consider submitting a paper tailored to the specialized audience at the AJBS conference as well as a modified version appropriate for the wider audience at AIB. As done in past years, we also plan to have one session run by AJBS at the AIB conference.

Submission Deadline: Monday, February 16, 2015.  You can submit your paper via http://aib.msu.edu/events/2015/SubmissionInstructions.asp. We kindly ask you to upload your paper in MS-Word format. Submissions must be on letter paper (8.5"x11" or 216x279 mm), with double-spaced text and a font size of 11 points or larger. Please follow the JIBS style guide (http://www.palgrave-journals.com/jibs/style_guide.html).

Please submit papers in MS-Word format (if MS-Word format is not available, please use a basic text format that can be easily converted to MS-Word. Please do not submit papers in PDF format.). To facilitate the blind review process, remove ALL author-identifying information from the papers. Papers will be double-blind reviewed, with the conference papers selected and authors notified by early April, 2015.

Conference Registration: Registration for the conference will include a specially-discounted combined (AJBS plus AIB) conference fee, a one-year membership to AJBS (if not already a member) and a one-year subscription to Asian Business & Management

Asian Business & Management: In 2003 AJBS established a partnership with the journal Asian Business & Management (ABM), published by Palgrave Macmillan in the U.K. As in recent years, the editor of ABM, together with the AJBS conference committee, will select several papers from this year's conference program to be considered for publication in ABM. 

Palgrave Macmillan – AJBS Best Paper Award:  Palgrave Macmillan has sponsored a ‘Best Paper’ prize at the annual AJBS meetings. The Best Paper Committee will review the finalist papers and select the winning paper.  

For further information: Information on the Bengaluru, India meeting venue and AIB conference is available at http://aib.msu.edu/events/2015/. For questions regarding conference papers and submissions, please contact Carol Reade (carol.reade@sjsu.edu). For questions or comments regarding AJBS or conference registration, please contact ajbs@ajbs.org or the AJBS President, Gary Knight (gknight@willamette.edu).

Asian Business & Management (ABM) invites proposals for a special issue to be published in December 2017.

Please submit your proposal to the Editor-in-Chief (Michael A. Witt, abm.editor@insead.edu) with the following information:

  1. The names, contact details, and positions of the proposed Guest Editor(s).  Please include brief biographical details.
  2. The title of the proposed special issue.
  3. An indication of the type of special issue--invited submissions, open call for paper submissions, or a mix.  
  4. If there is to be an open call for papers: a one-page draft “Call for Papers” indicating the theme of the special issue, key topics, and methodological considerations (if any).
  5. For any invited papers: 300-word abstracts of the planned invited contributions, plus information about the authors and a confirmation of their commitment.
  6. Two to three pages on the rationale of the proposal, its intended scope, its intended contribution relative to existing knowledge, and its fit vis-a-vis ABM editorial policy (http://www.palgrave-journals.com/abm/journal/v11/n1/full/abm201123a.html).

Please submit your proposal by 31 May 2016.  A committee of the editors of ABM will assess all received proposals and announce their decision by 11 June 2016.

Guest editors will be responsible for ensuring that the special issue adheres to our editorial policy and formal guidelines.  All manuscripts, including invited pieces, will undergo a standard double-blind review.  Guest editors are expected to contribute a substantively meaningful editorial for the special issues.  Guest editors may submit their own papers for the special issue; review of these papers will be handled by a regular Editor of the journal, and acceptance is subject to the same standards as any other papers submitted to ABM.

The approximate timeline of the special issue is as follows: 

  • 31 May 2016: Submission deadline for proposals
  • June 2016: Issue of public “Call for Papers” for the special issue
  • Late November 2016: Deadline for first submission of papers, begin of review process
  • September 2017: Deadline for submission of final manuscripts to publisher (precise date TBC)

For any questions, please contact me at abm.editor@insead.edu.

Despite the economic and also increasingly political role of today’s Asian economies, research on the diversity of capitalism in Asia remains underdeveloped. If at all, the literature has included Japan, but neither systematically analyzed other Asian countries nor embedded Japan into the Asian context. Asia offers a rich and challenging empirical ground to study the emergence and change of new types of institutions (e.g. lack of a coherent institutional framework in China, the contrasting speed of institutional change in Japan and Korea, the rather uncontested dominant technological ideology even after Fukushima, or the idiosyncratic industrial specialization in India based on textile, IT and service). We hence suggest enlarging the analysis on the diversity of capitalism onto Asia, and to enrich, contest or enlarge established theories and concepts of the comparative capitalism approach with empirical evidence of Asian systems.

Research has started to show an interest into the diversity of Asian capitalisms (Amable 2003; Aoki, Jackson, and Miyajima, 2007; Lechevalier, 2011, Storz and Schäfer 2011; Whitley 1992, 1999). This research sheds light on how the specific properties of Asian capitalisms may be understood in the context of established theories and concepts of capitalism and how change within these systems can be incorporated. These two topics make up the core of the special issue: diversity of institutions and institutional change. In both parts, the special issue aims to integrate and re-evaluate important approaches that helped to better understand US and European economic systems. The special issue is not looking for papers to recapitulate existing critiques of the main theoretical frameworks constituting the comparative capitalism literature (Crouch 2005; Deeg and Jackson 2007; Hermann 2008), but uses empirical cases and data from Asia as a chance to extend, revise, or develop new theories that are relevant to the broad concerns of the comparative capitalism approach. We are therefore especially interested in papers adopting a comparative perspective. In pursuit of this idea, we understand the special issue as an analytical program contributing to a theoretically informed and empirically grounded understanding of today’s economies in Asia. Hence, we have a rather “large question” in mind, so that the special issue will neither be able to cover all important countries in Asia, nor be able to develop a “final” understanding of institutional regimes, their design, and institutional change. However, we hope to contribute to an informed debate of the institutional foundations of Asian economies. The following is a list of indicative, but not exhaustive, topic areas:

• Asian capitalisms in cross-national comparison: transformation and institutional diversity of capitalisms; comparative capitalism approaches (e.g. varieties of capitalisms, national innovation systems, regulationist theory, business systems) and Asia
• Asian capitalisms and institutional change: patterns of institution building; forms of institutional change (e.g. path activation or innovative use of paths); weak and strong institutional complementarities; diversity and interaction of actors in inducing and implementing change, considering also socio-political factors
• Asian capitalisms and the organization of the firm: corporate governance, strategy and structure within the diverse institutional systems in Asia; forms and change of HRM practices, career systems, worker involvement; varieties of leadership within economic systems in Asia
•  Asian capitalisms and innovation: sectoral logics versus institutional logics; learning and knowledge creation; industrialization and de-industrialization
• Asian capitalisms, state regulation and political economy perspectives: implications of the role of the state in Asia; framing of Asian capitalisms in the context of state regulation, growth models and welfare regimes; inequalities;  capitalism and democracy
• Asian capitalisms and the international and regional division of labor: towards a new theory of the institutional comparative advantages?; new patterns of knowledge creation and innovation

Submissions
Socio-Economic Review (SER) aims to encourage work on the relationship between society, economy, institutions and markets, moral commitments and the rational pursuit of self-interest. The journal seeks articles that focus on economic action in its social and historical context. In broad disciplinary terms, papers may be drawn from sociology, political science, economics and the management and policy sciences. The journal encourages papers that seek to recombine disciplinary domains in response to practically relevant issues, while at the same time encouraging the development of new theory.

Papers should be submitted by email to Cornelia Storz (email: storz@wiwi.uni-frankfurt.de). Please prepare manuscripts according to the guidelines shown at ser.oxfordjournals.org. The maximum length of articles including references, notes and abstract is 10,000, and the minimum length is 6,000 words. Articles must be accompanied by an abstract of no more than 150 words. The main document has to be anonymous and should contain title, abstract, and strictly avoid self references. Papers will be reviewed following the journal’s normal review process and criteria. Papers accepted into the revision stage are also invited to be presented and discussed at the SASE network Q on Asian Capitalisms in 2013 (for details, see www.sase.org).

For further information for this Special Issue please contact any of the Guest Editors:
Bruno Amable: bruno.amable@univ-paris1.fr
Steven Casper: Steven_Casper@kgi.edu
Sebastien Lechevalier: sebastien.lechevalier@ehess.fr
Cornelia Storz: storz@wiwi.uni-frankfurt.de

Timeline
Full paper submissions due: June 1, 2012
Special Issue Publication: April 2013 (Issue 2)
 

Introduction
Families represent a large and growing market worldwide. The family has been identified as the most important decision making and consumption unit. Since last two decades, this domain has attracted interests of marketers and academicians. Marketers in emerging Asian economies are just beginning to experience the growing influence of families in the consumption process. The abrupt changes in lifestyle patterns, increasing per capita incomes, extensive media and major socio-cultural as well as economic changes are bringing altogether new perspectives in consumer markets in Asia. The tested marketing concepts in the west are not as effective as in the traditional Asian consumers. Marketers need to move beyond the traditional predictable techniques that worked for generations. The latest data from World Bank shows that global family consumption has been rising year on year. In 2016, India’s total household final consumption expenditure was growing at 8.7 % annually; China was growing at 7.8%, Indonesia at 5% Cambodia 6.7%, Pakistan 6.9% and the Philippines at 7%.

Objective
While family as the fundamental unit of analysis remains central to many consumption decisions, it has received relatively insufficient attention from researchers in the areas of marketing and consumer behavior, and many nuances have been overlooked. The premise of this special issue is that this lack of attention is due to a restrictive notion of the role of family in consumption decisions and that many fertile research areas can be identified.

Recommended Topics
Topics to be discussed in this special issue include (but are not limited to) the following:

• Family Buying Process
• Consumer Decision Making Dynamics in Family
• Strategic Alliances that Family Members make
• Family Life Cycles and impact on Market
• Children as an important Decision Maker
• Child Socialization and Parent’s Reverse Socialization
• Family Decisions in Tourism, Consumer durables, Gadgets, other specific industries
• Social Media and Family’s Consumer Attitudes
• New Parenthood & Changing Consumer Decision
• Other related studies

Submission Procedure
Researchers and practitioners are invited to submit papers for this special theme issue on “Asian Families and Consumer Decisions” on or before June 30, 2018. All submissions must be original and may not be under review by another publication. INTERESTED AUTHORS SHOULD CONSULT THE JOURNAL’S GUIDELINES FOR MANUSCRIPT SUBMISSIONS at http://www.igi-global.com/publish/contributor-resources/before-you-write/. All submitted papers will be reviewed on a double-blind, peer review basis. Papers must follow APA style for reference citations.

All submissions and inquiries should be directed to the attention of:
Dr. Monica Chaudhary monicarana@gmail.com
Dr. Suhail Mohammad Ghouse suhailmghouse@gmail.com

AJBS will hold its 32nd Annual Meeting in cooperation with the Academy of International Business (AIB) in Copenhagen, Denmark. The combined conference will run from June 23rd through June 27th. The AJBS conference is June 23 – 24 and the AIB conference is June 24 – 27, 2019. The Program Chair for this year’s conference is H. Richard Nakamura, from University of Gothenburg, Sweden.

Program Chair: H. Richard Nakamura, University of Gothenburg

About AJBS: From its genesis as an informal network in 1982, AJBS was officially organized and held its first conference at the Wharton Business School in January, 1987. AJBS holds annual conferences at venues throughout the world, providing an opportunity for discussion of current developments and research on a range of business, public policy and teaching issues related to Japan. Papers for AJBS conference presentation are double blind peer reviewed. Accepted papers are considered for publication in the journal, Asian Business & Management (ABM). AJBS welcomes scholars, students and practitioners from all disciplinary backgrounds who are interested in Japanese business issues.

Why should you participate in both (AJBS and AIB) conferences?  With one trip, you can attend both the most prestigious professional meeting in international business and an intimate conference that focuses specifically on Japanese business issues. The AJBS conference provides additional opportunities for journal publication and best paper awards, as detailed below.

Submission types:  AJBS welcomes papers and panel proposals.  Earlier stage papers may be submitted for inclusion in interactive sessions.  Later stage, fully developed papers should be submitted for competitive sessions.  Please note that final assignment to interactive or competitive sessions depends on reviewer inputs and other considerations. 

Authors may submit papers to either or both conferences. AJBS will consider submissions that have already been presented elsewhere, but not published in a journal or book. Authors are encouraged to consider submitting a paper tailored to the specialized audience at the AJBS conference as well as a modified version appropriate for a wider audience at AIB. As done in past years, we also plan to have one session run by AJBS at the AIB conference.

Panel proposals are also welcomed.  Panels should be focused upon topics relevant to Japanese business.  Also included in the topics welcomed are those relating to what the rest of the world can learn from Japanese business.  The panelists must have relevant expertise or background to inform the proposed topic.  Panel proposals should include the names and affiliation of the panelists, a brief bio for each panelist, a description of the purpose of the panel, and an overview of the topics to be addressed.  Panel submissions are not blind.

Submission Deadline: Tuesday, December 11, 2018.  Please submit your paper or panel proposal via the AJBS online submission system (https://meetings.aib.msu.edu/ajbs/2019/).

We kindly ask you to upload your paper in MS-Word format. Submissions must be on letter paper (8.5"x11" or 216x279 mm), with double-spaced text and a font size of 11 points or larger. For papers, please follow the JIBS style guide (http://www.palgrave-journals.com/jibs/style_guide.html).

Please submit papers in MS-Word format (if MS-Word format is not available, please use a basic text format that can be easily converted to MS-Word. Please do not submit papers in PDF format.). To facilitate the blind review process, remove ALL author-identifying information from the papers. Papers will be double-blind reviewed, with the conference papers selected and authors notified by late February, 2019.

Conference Registration: Registration for the conference is handled through AIB and registration for AIB and AJBS can be done at one time. Membership is required in both AIB and AJBS, but AJBS membership includes a one-year subscription to Asian Business & Management.

Asian Business & Management: In 2003 AJBS established a partnership with the journal Asian Business & Management (ABM), published by Palgrave Macmillan in the U.K. As in recent years, the editor of ABM, together with the AJBS conference committee, will select several papers from this year's conference program to be considered for publication in ABM.

Palgrave Macmillan – AJBS Best Paper Award: Palgrave Macmillan has sponsored a ‘Best Paper’ prize at the annual AJBS meetings. The Best Paper Committee will review the finalist papers and select the winning paper.

For further information: Information on Copenhagen, the meeting venue and AIB conference is available at http://aib.msu.edu/events/2019/.

For questions regarding conference papers and submissions, please contact Richard Nakamura (richard.nakamura@gu.se). For questions or comments regarding AJBS or conference registration, please contact AJBS.org@gmail.com or the AJBS President, Chie Iguchi (iguchi@keio.jp).

Senior Lecturer/Lecturer in International Business AND Senior Lecturer/Lecturer in Strategy

Aston Business School is one of Europe’s leading Business Schools, with the majority of its research rated world-leading or internationally excellent in RAE2008, QAA 24/24 for teaching quality and accredited by AACSB, AMBA and EQUIS. There is a thriving research culture and strong demand from well-qualified students for its range of undergraduate, Masters and post-experience courses. This opportunity exists within the Economics and Strategy Group a highly motivated individual to make a significant contribution to research and teaching in International Business, and the second post in strategy. For a Senior Lectureship appointment you will have a strong publication record in refereed international journals and be able to demonstrate an established on-going research programme in addition to leadership in research and teaching. Application forms and further particulars are available on our web site: http://www.aston.ac.uk/jobs, by email: recruitment@aston.ac.uk or by telephoning: 0121 359 0870 (24 hour answerphone). (CVs will only be considered if accompanied by a completed application form.) Reference number R090385 (IB) and R090386 (Strategy) Anyone wishing to discuss the posts is welcome to contact Professors Nigel Driffield (n.l.driffield@aston.ac.uk) or Paula Jarzabkowski (p.a.jarzabkowski@aston.ac.uk)

Senior Lecturer/Lecturer in International Business Lecturer £31,671 to £43,840 p.a Senior Lecturer £45,155 to £52,347p.a. Aston Business School is one of Europe’s leading Business Schools, with the majority of its research rated world-leading or internationally excellent in RAE2008, QAA 24/24 for teaching quality and accredited by AACSB, AMBA and EQUIS. There is a thriving research culture and strong demand from well-qualified students for its range of undergraduate, Masters and post-experience courses. This opportunity exists within the Economics and Strategy Group a highly motivated individual to make a significant contribution to research and teaching in International Business. You will have, or be close to obtaining, a relevant PhD, demonstrate a record of developing high quality research and publications in this area and be committed to excellence in teaching at all levels. For a Senior Lectureship appointment you will have a strong publication record in refereed international journals and be able to demonstrate an established on-going research programme in addition to leadership in research and teaching. An innovative approach to facilitating proactive student learning is also essential. Application forms and further particulars are available on our web site: http://www.aston.ac.uk/jobs, by email: recruitment@aston.ac.uk or by telephoning: 0121 359 0870 (24 hour answerphone). (CVs will only be considered if accompanied by a completed application form). Reference number R100066 Interested candidates are welcome to contact Nigel Driffield to discuss the post. It is expected that the successful candidate will have research interests that align with either the IB group, or the strategy group.

We are seeking either a teaching or research led individual to join the Economics and Strategy group who will make a significant contribution to research and/or teaching in strategy at undergraduate and potentially postgraduate levels. You will be committed to excellence in teaching at all levels and have the ability to facilitate proactive student learning. You will have the ability to teach strategy at undergraduate and postgraduate levels. 


While applicants with interests in strategy or strategic management will be considered, those with either an interest in the strategy work currently done in the group, and the ability to teach strategy in conjunction with other areas, such as international business or innovation will be particularly welcome.

For a lectureship appointment you will have, or be close to obtaining, a relevant PhD, demonstrate a record of developing high quality research and publications. Application forms and further particulars are available on our web site: http://www.aston.ac.uk/jobs, by email: recruitment@aston.ac.uk or by telephoning: 0121 359 0870 (24 hour answerphone). (CVs will only be considered if accompanied by a completed application form.) Reference number R100238

Salary £29,853 to £43,840 per annum.

Senior Lecturer in Economics

Academic School/Department Economics, Finance and Entrepreneurship Department

Location: Birmingham

Salary: £49,149 - £56,950

Grade: 10

Basis: Full-Time

Closing Date:  28 April

Interview Date: Early June

Aston Business School seeks to appoint a highly motivated, high-profile academic with the ability and interest in providing research, teaching and impact leadership in the field of applied international economics, applied industrial economics, applied regional economics or economic geography, and economics in general.

The holder of this post will influence the future direction of the Economics, Finance and Entrepreneurship department in areas of research, development of taught programmes, PhD and DBA supervision and external engagement. We give preference to the candidates who will actively contribute to the research agenda of the Lloyds Banking Group Centre for British Prosperity (LBGCBP) in the field of international trade, productivity issues of the UK, and bridge economics with some of other the themes already strongly represented within the department: applied economics, entrepreneurship and small business, international business, and/or finance.

Candidates should demonstrate excellence in, and passion and enthusiasm for their fields. This should be evidenced by excellent and sustained record of publications in leading international economics journals, engagement with business and policy makers, and attracting external research income. The successful candidate will have a reputation in the field of economics and a network in the international community. We anticipate that the successful candidate will have experience of drawing external funding for research, either from governmental sources or from industry. The successful applicant is expected to contribute to teaching in both economics and econometrics modules.

Aston University is committed to disability equality and is a Positive about Disabled People Symbol User.

Aston Business School of Aston University is one of Europe’s leading research-intensive business schools, with the majority of its research rated world-leading or internationally excellent in the REF 2014. Aston Business School is accredited by AACSB, AMBA and EQUIS. Aston University was an early signatory to the UN backed Principles of Responsible Management Education (PRME) and is at the forefront of responsible management education. The School has a thriving research culture and strong demand from well-qualified students for all its undergraduate, postgraduate and post-experience courses.

Members of Economics, Finance and Entrepreneurship group at Aston Business School include two professors of economics and a significant number of other colleagues working in the field. The group has also vital interest in new businesses. It hosts the UK Enterprise Research Centre, and other large scale entrepreneurship research projects. It manages the Global Entrepreneurship Monitor in the UK, the largest study of entrepreneurial attitudes and activity. The recent established LBGGP focus on applied research on international trade, productivity and skills issues, and the link between infrastructure and productivity of the UK.

Aston University is one of only three Universities in the UK to hold the Small Business Charter gold award, in recognition of the support offered to SMEs. For the last four years Aston has delivered the Goldman Sachs 10,000 Small Businesses programme. In 2015 it organised the first ever Pitchfest event outside of London, a pitching competition for SMEs to increase the profile of their businesses in front of a national audience of investors.

Aston Business School is located in the heart of Birmingham, England’s second largest city with convenient airport and transportation links. London is less than 1.5 hours away by train.

For informal discussions relating to this post please contact the Head of Department,

Dr Chris Jones; Tel: +44(0) 121 204 3036; email: C.JONES2@aston.ac.uk.

For enquiries concerned with research in EFE and the LBGCBP, please contact Professor Jun Du, Director of LBGCBP, j.du@aston.ac.uk, Tel: +44(0) 121 204 3340;

Aston University is committed to the principles of the Athena SWAN Charter http://www.ecu.ac.uk/equality-charter-marks/athena-swan/, recognized by a bronze award. We pride ourselves on our vibrant, friendly, supportive working environment and collaborative atmosphere.

Please visit our website http://www.aston.ac.uk/jobs for further information and to apply online. 

Lecturer in Economics (2 Posts)

Academic School/Department: ABS, Economics, Finance and Entrepreneurship Department

Location: Birmingham

Salary: £32,548 - £47,722

Grade: 8/9

Basis: Full-Time

Closing Date:  28 April 

Interview Date: Early June

Reference:

Aston Business School seeks to appoint a highly motivated, high-profile academic with the ability and interest in providing research, teaching and impact leadership in the field of applied international economics, applied industrial economics, applied regional economics or economic geography, and economics in general.

The holder of this post will influence the future direction of the Economics, Finance and Entrepreneurship department in areas of research, development of taught programmes, PhD and DBA supervision and external engagement. We give preference to the candidates who will actively contribute to the research agenda of the Lloyds Banking Group Centre for Business Prosperity (LBGCBP) in the field of international trade, productivity issues of the UK, and bridge economics with some of the other themes already strongly represented within the department: applied economics, entrepreneurship and small business, international business, and/or finance.

Candidates should demonstrate excellence in, and passion and enthusiasm for their fields. We expect candidates to have extensive research experience and scholarship in applied international economics, applied industrial economics, applied regional economics or economic geography, and/or economics in general, with achievements reflected in a growing reputation and some evidence of an ability to publish.

The successful candidate will have extensive experience and demonstrated success in planning, undertaking and project managing research to deliver high quality results. 

We anticipate that the successful candidate will have experience and aspiration to draw external funding for research, either from governmental sources or from industry. The successful applicant is expected to contribute to teaching in both economics and econometrics modules.

Aston University is committed to disability equality and is a Positive about Disabled People Symbol User.

Aston Business School of Aston University is one of Europe’s leading research-intensive business schools, with the majority of its research rated world-leading or internationally excellent in the REF 2014. Aston Business School is accredited by AACSB, AMBA and EQUIS. Aston University was an early signatory to the UN backed Principles of Responsible Management Education (PRME) and is at the forefront of responsible management education. The School has a thriving research culture and strong demand from well-qualified students for all its undergraduate, postgraduate and post-experience courses.

Members of Economics, Finance and Entrepreneurship Department at Aston Business School include two professors of economics and a significant number of other colleagues working in the field. The group has also vital interest in new businesses. It hosts the UK Enterprise Research Centre, and other large-scale entrepreneurship research projects. It manages the Global Entrepreneurship Monitor in the UK, the largest study of entrepreneurial attitudes and activity. The recent established LBGGP focus on applied research on international trade, productivity and skills issues, and the link between infrastructure and productivity of the UK.

Aston University is one of only three Universities in the UK to hold the Small Business Charter gold award, in recognition of the support offered to SMEs. For the last four years Aston has delivered the Goldman Sachs 10,000 Small Businesses programme. In 2015 it organized the first ever Pitchfest event outside of London, a pitching competition for SMEs to increase the profile of their businesses in front of a national audience of investors.

Aston Business School is located in the heart of Birmingham, England’s second largest city with convenient airport and transportation links. London is less than 1.5 hours away by train.

For informal discussions relating to this post please contact the Head of Department,

Dr Chris Jones; Tel: +44(0) 121 204 3036; email: C.JONES2@aston.ac.uk. For enquiries concerned with research in EFE and the LBGCBP, please contact Professor Jun Du, Director of LBGGP, j.du@aston.ac.uk, Tel: +44(0) 121 204 3340;

Aston University is committed to the principles of the Athena SWAN Charter http://www.ecu.ac.uk/equality-charter-marks/athena-swan/, recognised by a bronze award. We pride ourselves on our vibrant, friendly, supportive working environment and collaborative atmosphere.

Please visit our website http://www.aston.ac.uk/jobs for further information and to apply online. 

Atma Insights is a proprietary digital streaming service that helps professionals, educators, students, and global enthusiasts explore key international business topics as well as understand how culture impacts a range of business practices and management functions. The resource contains a variety of sample syllabi and information for educators looking to expand their knowledge or develop course content.

International Business Institute. Students can earn the International Business Certificate.
 

Austin Peay State University’s College of Business, in pursuit of AACSB accreditation, invites applicants for a tenure track Assistant Professor of Management with teaching and research interests in organizational behavior, human resources, or other areas of management. Salary is competitive and commensurate with experience and education.

Required Qualifications:

  • Minimum of an earned Ph.D., DBA, or DM in a related management area by date of hire.
  • Candidates must be qualified as SA under AACSB accreditation standards.
  • Research and/or dissertation must be related to an area of management taught within the College of Business.
  • Demonstrated understanding of and commitment to the requirements of AACSB accreditation.
  • A background search will be required of the successful applicant.

Special Instructions to Applicants: Applicant review will continue until the position is filled. Please refer all questions to facultyapplications@apsu.edu

Applications taken ONLINE ONLY at http://www.apsu.edu/human-resources

IT IS A CLASS A MISDEMEANOR TO MISREPRESENT ACADEMIC CREDENTIALS

Austin Peay State University is an AA/EEO employer and does not discriminate on the basis of race, color, religion, creed, national origin, sex, sexual orientation, gender identity/expression, disability, age, status as a protected veteran, genetic information, or any other legally protected class with respect to all employment, programs and activities sponsored by APSU.

The Department of Business at Universitat Autònoma Barcelona (UAB) invites applications for full time positions for junior level candidates in accounting, finance, operations management and information systems, marketing, managerial and financial economics, and strategic management. The positions will be effective in September 2014 and continue over a minimum period two years with the possibility of being extended over other five years. There are no administrative responsibilities, but the newly recruited academics are expected to contribute to the department through research and teaching at the undergraduate/graduate level. However, the teaching load will be conveniently reduced (English, Spanish and/or Catalan courses exist).    

The Department of Business at UAB has active research and teaching groups in all the above-mentioned areas with more than 100 employees. It is located in the Faculty of Economics and Business Studies at UAB, Campus Bellaterra (Barcelona), Spain.

Universitat Autònoma de Barcelona (UAB) was founded in 1968 and currently stands 11th in the world university ranking Top 50 under 50 (QS WUR 2012/13). It corresponds to the position 4th in Europe and 1st in Spain. Furthermore, according to the QS WUR Ranking 2013/2014, the University is located at position 177th in the world ranking, 79th in Europe, and 1st in Spain. In the field of Social Sciences, UAB is in the top 100 worldwide (it ranks 95th). The University currently enrolls about 40,000 students, with 3,500 academics (teaching and research staff) and is located at 15 km from the city of Barcelona with excellent public transport facilities.  

Qualifications: The candidate must have a PhD in any of the aforementioned or highly related areas from a reputable university received before September 2014. He/she must demonstrate a strong commitment to scholarly research and potential for high-quality research with reasonable publications in international refereed journals or expectations for potential future publications. Flexibility to join and collaborate with the research in progress in the department will be considered. The candidates are also expected to actively engage in research seminars and similar activities at the Department. As regards teaching, demonstrated teaching competences in the related fields of the position are also required. The candidate should have good communication skills in English (applicants must be fluent but not necessarily native speakers) and familiarity with a technologically infused academic environment.

Contact and Application procedure: Interested candidates should send an e-mail including the following attachments:

  • Cover letter or statement of research interests
  • Curriculum Vitae
  • Job market paper
  • Two letters of reference

The full application has to be electronically sent to the following e-mail address: d.empresa@uab.cat. Deadline for the application is on Jan, 31st, 2014. Short listed candidates will be contacted and invited for an interview-job seminar which will take place between March and April, 2014.

Assistant Professor Job Requirements

  • A PhD in strategy or international business from an AACSB or EQUIS accredited business school.  Current doctoral students must have successfully defended their dissertation by June 2015.
  • MBA or other master’s degree in business.  Non-academic work experience is a plus.
  • Track record of excellence in teaching strategy courses to undergraduate or MBA students. 
  • Evidence of research potential (publications, pipeline).  We value journal articles for academic and practitioner audiences, peer-reviewed books, teaching cases, and other teaching material.
  • Willingness to teach strategy courses in both the undergraduate and MBA programs. 

About Babson

Babson College, located 14 miles west of Boston, is an independent school of management that takes a unique approach to preparing undergraduates, graduate students, and working professionals for the challenges of the modern business world.  For the past 20 years, it has been ranked #1 in entrepreneurship by U.S. News & World Report.  The college prizes teaching excellence and takes pride in its reputation for A+ teaching by its faculty. 

Babson has nearly 2,000 full-time undergraduate students and more than 1,300 full and part-time graduate students.  Our highly diverse student body hails from 45 U.S. states and 57 countries.  Non-U.S. student comprise more than 20% of undergraduate students and more than 40% of our full time graduate students.  Babson offers a Bachelor of Science degree, MS and MBA programs, and executive education programs worldwide.

Application Process

We will be interviewing a select few candidates at the AOM Annual Meeting in Philadelphia.  If you wish to be considered, please submit your cover letter and curriculum vitae by July 15, 2014 using Babson’s online hiring system at https://babson.peopleadmin.com/

Submit the complete application material by September 15, 2014 using Babson’s online hiring system at https://babson.peopleadmin.com/

The complete application includes: 1) letter of application or cover letter, 2) curriculum vitae that includes teaching, research, and work experience, 3) teaching statement, 4) research statement, 5) evidence of teaching effectiveness (e.g. student survey results, syllabi, innovative teaching materials, etc.) and 6) evidence of research effectiveness (e.g. published papers, cases, etc.)  Please do not email materials and do not submit recommendation letters until requested. 

For more information contact the search committee chair, Associate Professor Gaurab Bhardwaj at gbhardwaj@babson.edu or 781-239-5701. 

Babson is an equal opportunity employer.   Position availability subject to change.

Babson College in Wellesley, Massachusetts seeks nominations for and expressions of interest in the position of the Dean of Executive and Enterprise Education.

Founded in 1919, Babson College is a global leader in entrepreneurship education. Babson Executive and Enterprise Education (BEEE) is one of the three main divisions of Babson College and a dynamic learning laboratory, where clients, faculty, staff and partners work together to address real-world business challenges and create and capitalize on business opportunities. Recognized as one of the world’s top providers of customized executive education, BEEE was recently ranked by Financial Times as #7 among the top 17 elite business schools in the U.S. and #25 among executive education providers worldwide. BEEE’s global client base includes corporations, family businesses, entrepreneurs, educational institutions, foundations, non-profits, governments and NGOs. BEEE’s solutions include custom programs, open enrollment programs, blended and e-learning programs, and thought leadership.

The Dean of Executive and Enterprise Education reports to the Provost and provides academic and administrative leadership for the division. The Dean sets the strategic direction and defines, builds, and leverages strategic partnerships with corporate entities, other academic units at Babson College, associations, learning organizations outside the College, and others. Demonstrated leadership, communication, political savvy and inclusiveness are essential, as is the ability to build bridges and work in partnership with a wide variety of individuals and organizations, both internally and externally. The successful candidate will demonstrate entrepreneurial drive and talent, evidence of creativity and leadership success in program development and management, the leadership skills to manage the staff, the ability to provide effective strategic and financial oversight of the division’s resources, and compelling oral and written communication skills. At least 10 years of successful senior level experience leading an organization’s executive/adult education operations or other relevant experiences, such as leadership development consulting, is critical; an advanced degree such as an MBA or other master’s level degree is required; a doctoral degree is advantageous. Inquiries, nominations and applications are invited.

Review of applications will begin immediately. Candidates should provide a resume, a letter of application that addresses the responsibilities and requirements described in the leadership profile available at www.wittkieffer.com, and the names and contact information of five references. References will not be contacted without prior knowledge and approval of candidates. These materials should be sent electronically, as three separate attachments, via e-mail to the College’s consultants, Jennifer Desjarlais, Manny Berger and Alexis von Kunes Newton, at: BabsonDeanEEE@wittkieffer.com

Babson College is an Affirmative Action/Equal Opportunity Employer, committed to enhancing diversity and inclusive excellence. Candidates who believe they can contribute this goal are strongly encouraged to apply.

Assistant Professor Job Requirements

  • A PhD in strategy or international business from an AACSB or EQUIS accredited business school.  Current doctoral students must have successfully defended their dissertation by June 2014.
  • MBA or other master’s degree in business.  Non-academic work experience is a plus.
  • Track record of excellence in teaching strategy courses to undergraduate or MBA students. 
  • Evidence of research potential (publications, pipeline).  We value journal articles for academic and practitioner audiences, peer-reviewed books, teaching cases, and other teaching material.
  • Willingness to teach strategy courses in both the undergraduate and MBA programs. 

About Babson

Babson College, located 14 miles west of Boston, is an independent school of management that takes a unique approach to preparing undergraduates, graduate students, and working professionals for the challenges of the modern business world.  For the past 20 years, it has been ranked #1 in entrepreneurship by U.S. News & World Report.  The college prizes teaching excellence and takes pride in its reputation for A+ teaching by its faculty. 

Babson has nearly 2,000 full-time undergraduate students and more than 1,300 full and part-time graduate students.  Our highly diverse student body hails from 45 U.S. states and 57 countries.  Non-U.S. student comprise more than 20% of undergraduate students and more than 40% of our full time graduate students.  Babson offers a Bachelor of Science degree, MS and MBA programs, and executive education programs worldwide.

Application Process

Submit the complete application material by November 30, 2013 using Babson’s online hiring system at https://babson.peopleadmin.com/

The complete application includes:

  1. letter of application or cover letter,
  2. curriculum vitae that includes teaching, research, and work experience,
  3. teaching statement,
  4. research statement,
  5. evidence of teaching effectiveness (e.g. student survey results, syllabi, innovative teaching materials, etc.) and
  6. evidence of research effectiveness (e.g. published papers, cases, etc.)

Please do not email materials and do not submit recommendation letters until requested. 

For more information contact the search committee chair, Associate Professor Gaurab Bhardwaj at gbhardwaj@babson.edu or 781-239-5701. 

Babson is an equal opportunity employer.   Position availability subject to change.

Babson College in Wellesley, Massachusetts, seeks nominations for, and expressions of interest in, the position of the Murata Dean for the F.W. Olin Graduate School of Business.

Founded in 1919, Babson College is a global leader in entrepreneurship education. Babson integrates its unique Entrepreneurial Thought and Action pedagogy among the full range of its undergraduate, graduate, and executive education offerings, and in organizations of all types and sizes. U.S. News & World Report has named Babson’s MBA program No. 1 in Entrepreneurship in its published rankings for 20 years. The Babson brand in entrepreneurship is recognized around the world as one of the most powerful in higher education today; in fact, Forbes recently named Babson first in its listing “Ten Colleges that are Great Brands”. In addition to its scenic 370-acre campus in Wellesley, Massachusetts, about 14 miles west of Boston, the college has satellite campuses in Boston’s Innovation District and in San Francisco. Babson’s 180 full-time faculty serve a population of approximately 2,000 undergraduate and 1,200 graduate students, one quarter of whom come from outside the United States. The College has more than 30,000 alumni worldwide. Babson is composed of the Undergraduate School, the Graduate School, and the Executive Education program, confers the Bachelor of Science, the Master of Business Administration (MBA), and the Master of Science (MS) degrees, and offers an extensive array of executive education programs. The Murata Dean reports to the Provost and is a member of Babson College’s Academic Council.

The Murata Dean is responsible for developing and implementing a vision and operational plan for the Graduate School that supports the College’s strategic plan and goals. The Murata Dean leads and administers all of the Graduate School’s activities, programs and staff, works collaboratively with faculty on curriculum and program development, and partners with the provost and members of the Academic Council. The successful candidate will demonstrate entrepreneurial drive and talent, evidence of creativity and leadership success in program development and management, the supervisory skills to manage a team of 50 staff (through their direct reports), the ability to provide effective strategic and financial oversight of the School’s resources, and compelling oral and written communication skills. Critically important are a collaborative leadership style, the ability to develop consensus across multiple constituencies, a commitment to student engagement, and the capacity to partner with faculty, administrators and staff across the institution to advance the college’s goals. Fund raising is a shared responsibility across Babson’s entire leadership team.

A Ph.D. or J.D. is required, as are the credentials and achievements necessary to achieve the rank of tenured full professor. Inquiries, nominations and applications are invited. Candidate review will begin on August 1, 2013, and will continue until the position is filled. Candidates should provide a curriculum vitae, a letter of application that addresses the responsibilities and requirements described in the leadership profile, and the names and contact information of five references. References will not be contacted without prior knowledge and approval of candidates. These materials should be sent electronically via e-mail to the College’s consultants, Lucy Leske and Ann Yates, at BabsonDean@wittkieffer.com. A leadership profile is available upon request. Babson College is an Affirmative Action / Equal Opportunity Employer, committed to enhancing diversity and inclusive excellence. Candidates who believe they can contribute to this goal are strongly encouraged to apply.

BaFa' BaFa' is an intercultural simulator created to educate participants on the effects that culture plays in every person's life. It is especially useful to prepare participants for living and/or working in another culture or to learn how to work with people from different backgrounds. It requires a minimum of 12 players. Available in PDF.

Ball State University and the Miller College of Business seek a strategic, student-centered and industry/community-oriented academic leader to serve as its next Bryan Dean. This individual will have the opportunity to lead the college and serve as a member of an engaged academic leadership team as the University implements a new strategic plan and decentralized, incentive-based budget model that aligns with the university’s commitment to the values of beneficence.

Located in Muncie, Indiana, Ball State University serves approximately 22,000 graduate and undergraduate students across eight academic colleges with 190 undergraduate programs. Ball State offers more than 140 master's, doctoral, certificate and specialist degrees, many of them ranking among the best in the nation. Originally founded to help boost the city's development, Ball State has earned a Community Engagement Classification from the Carnegie Foundation, and serves as one of Indiana’s public research institutions while remaining committed to transforming entrepreneurial learners into impactful leaders. At Ball State, diversity is an integral part of our identity. Our success depends on our efforts to cultivate inclusivity within our pedagogical, scholarly and creative pursuits. Community is an inherent and crucial aspect of such efforts at local, national and international levels.

As we recruit and train a diverse administration, faculty/staff and student body, we strive to ensure that our students are prepared to engage and succeed in increasingly diverse environments. Ball State will be a place recognized for its positive climate — one where all stakeholders know that their contributions to the mission of the university are essential to our success.

With strong leadership in the recent decade, the Miller College of Business has increased its external funding, industry and community relations, high-impact student experiences and enrollments. The AACSB accredited college offers more than a dozen undergraduate majors, as well as several graduate degrees and certificates. The college has grown to over 3,200 students housed within six departments: Accounting, Economics, Finance and Insurance, Information Systems and Operations Management, Management and Marketing. With an innovative and experiential curriculum, the college is committed to transforming students into civic-minded, entrepreneurial and innovative business leaders.

Reporting directly to the provost and executive vice president for academic affairs, the Bryan Dean of the Miller College of Business serves as the chief academic and administrative officer of the college. The dean is responsible for planning, directing and coordinating the operational, personnel, budgetary, fundraising and student activities of the college and providing leadership and direction in the development and implementation of curricula and academic programming. The dean is expected to foster interdisciplinary collaborations within the college and across campus, promote open communication and facilitate strategic planning and goal development across the academic departments and units in unison with the campus's broader strategic plan. The dean will serve as a visible and external advocate for the Miller College of Business, both on campus and within the community, to sustain and deepen partnerships and generate new streams of revenue to support the teaching, research and service goals of the school. In partnership with the president, provost and leadership team, the dean will engage the college in a collaborative, inclusive planning process to execute a shared academic vision and strategic plan that aligns with AACSB accreditation standards.

The next dean should be an experienced academician with a deep understanding and knowledge of student recruitment, enrollment and retention, innovative programming and experiential learning and faculty recruitment and development. The dean should be experienced in external resource generation through industry partnerships, alumni engagement, development and fundraising. Furthermore, the incoming dean will be expected to collaborate with the institution to help develop and execute a new budget model that promotes entrepreneurial activity, innovation and accountability. The preferred candidate will have an earned doctorate in an appropriate field and demonstrated successful experience in academic administration within an accredited business school.

Qualified applicants should have evidence of scholarly and professional achievement that merits a tenured faculty appointment at the rank of professor within the college. For more information, please visit www.wittkieffer.com.

Inquiries, nominations and applications are invited. Review of applications will begin immediately and will continue until the position is filled. For fullest consideration, applicant materials should be received by January 18, 2019.

Candidates should provide, as three separate documents, a curriculum vitae, a letter of application that addresses the responsibilities and requirements described in the Leadership Profile, a diversity statement describing ability to promote and advance inclusive excellence and the names and contact information of five references. References will not be contacted without prior knowledge and approval of candidates. These materials should be sent via e-mail to the Ball State University’s consultants, Zachary A. Smith, Ph.D., Sophie Stava and Julia Venetos at BallStateBusinessDean@wittkieffer.com. Questions may also be directed to the consultants through the office of Francine Heymanson at 949-797-3503.

Ball State University is an Equal Opportunity/Affirmative Action employer that is strongly and actively committed to diversity within its community. Women, minorities, individuals with disabilities and protected veterans are strongly encouraged to apply. All qualified applicants will receive equal consideration for employment without regard to race, color, religion, sex, national origin, age, disability, protected veteran status or any other legally protected status.

Using a simple card game, Barnga aims to communicate that despite many similarities, people of different cultures perceive things differently or play by different rules. This simulation is available in PDF.

Position Announcement: Baruch College, The City University of New York The Aaronson Department of Marketing and International Business in the Zicklin School of Business, Baruch College (City University of New York), invites applications for two tenure track positions in International Business for Fall 2013. All ranks will be considered. The candidate must have a Ph.D. in a field related to International Business. A beginning Assistant Professor candidate should have outstanding research potential, and more advanced candidates should have a substantial academic publication record in leading academic journals and evidence of a solid teaching record. Salary is competitive and commensurate with qualifications.

The Zicklin School is a leading publicly-funded School of Business located in the heart of New York City. The school’s academic programs include BBA, MBA, MS and PhD degrees as well as executive programs in the United States and overseas. A newly created International Business undergraduate BBA degree coupled with an International Business MBA major provides for a wide range of course offerings and allows for considerable flexibility in teaching assignments. The schools’ New York location enables it to draw on the vast economic and cultural resources of the City. It also provides opportunities for faculty to interact with practitioners from industry and with researchers at other business schools located in the New York area. Additionally, the Weissman Center of International Business supports a wide array of international programs, including speaker series, visiting scholars, study abroad, and academic research.

Please submit a cover letter, a copy of your vita, and a list of three potential references to initiate an application. The position will be open until filled, but applications received before August 20, 2012, will receive first attention. Please email application packets to: mktibrecruit@baruch.cuny.edu Please indicate “Application for International Business Position” in the subject of your email. Email applications are preferred, but a hard copy may be sent to: Professor Cliff Wymbs Department of Marketing and International Business Zicklin School of Business – Box B12-240 Baruch College – City University of New York One Bernard Baruch Way New York, New York 10010 USA Cliff Wymbs will attend and interview at the AIB in Washington D.C. Baruch College is an AA / EEO / IRCA / ADA Employer

The Jack C. Massey College of Business at Belmont University is seeking applications for a tenure-track faculty position at the rank of Assistant/Associate Professor. A one-year visiting position will also be considered. The faculty member in this position will teach both graduate and undergraduate management classes. The area of specialization/certification that will be given preference for this position is Strategic Management. Ability and willingness to also teach Principles of Management, and/or Human Resources management is preferred. Candidates should be able to demonstrate a well-developed research agenda with promise of publishing in high quality, peer-reviewed management journals. Teaching experience at the university level will be considered favorably, as will an interest and/or experience in engaging students in undergraduate research. Completion of a Ph.D. in Management with primary area of emphasis in Strategic Management from an AACSB member institution by the time of employment is preferred. Candidates that are ABD will be considered.

Belmont University is particularly seeking applicants who can demonstrate the interest and ability to work collaboratively in course design and to teach interdisciplinary and topical courses in this program.

The Management Department at Bentley University invites applications for a tenure-track position in Strategic Management, effective fall 2020.  The rank of the appointment is open to assistant and associate professors.  Salary is competitive.

We are looking for candidates with a PhD in Management or a closely related discipline with a research focus and a teaching interest in Strategic Management.  Additional expertise in International Management, Entrepreneurship, or Strategic Leadership is highly desirable.  Responsibilities include publishing high-quality scholarly research, teaching strategic management at the undergraduate and graduate levels, and participating in other academic and professional activities.  In addition, Bentley has a doctoral program and new faculty members are encouraged to become involved in working with our doctoral candidates.  Faculty members are encouraged to apply for external research funding.

We are proud of our long tradition of teacher/scholars and are very dedicated to both excellence in the classroom and to producing high-quality research.  Departmental faculty members have a diverse set of research interests and have published in top academic journals including Academy of Management Journal, Academy of Management Learning and Education, Academy of Management Review, Business and Society, Business Ethics Quarterly, Entrepreneurship Theory and Practice, Human Relations, Industrial and Corporate Change, Journal of Business Venturing, Journal of Management, Journal of Management Studies, Journal of Organizational Behavior, Journal of World Business, Long Range Planning, Management Science, MIS Quarterly, Organization Science, Organization Studies, Research Policy and Strategic Management Journal.  Our distinguished faculty has received many research and teaching awards from the university and professional organizations. 

Bentley University leads higher education in providing transformative business education grounded in the liberal arts and sciences. We instill in our students a deep sense of corporate social responsibility and prepare them to succeed in a future shaped by rapidly changing technology. We seek faculty and staff who represent diverse backgrounds, interests and talents, are dedicated to high ethical standards and have a willingness to embrace change.  A team-oriented work environment promotes personal development and professional accomplishment. 

Bentley University is an AACSB and EQUIS accredited institution that enrolls approximately 5,500 students at the undergraduate, graduate and doctoral levels.  Bloomberg ranks Bentley in the top 10 undergraduate business programs in the United States, and in the top 100 places to obtain a MBA. U.S. News & World Report ranked Bentley as 3rd in the Best Regional Universities-North category.

Minimum Qualifications:

A well-qualified applicant must have a PhD in Management or a closely related discipline with a research focus and a teaching interest in Strategic Management.  Additional expertise in International Management Entrepreneurship or Strategic Leadership is highly desirable.  Applicants must also demonstrate evidence a dedication to teaching and research excellence.  The faculty member hired for this position will be expected to be an enthusiastic participant in the Management Department, Bentley University, and the wider academic community.

Special Instructions to Applicants:

Please submit your letter of interest, CV, letters of reference, evidence of teaching ability and publications OR working papers electronically to https://jobs.bentley.edu.  Names and contact information for references are required upon application. Bentley will contact these confidential references for those candidates moving forward in the process.

For additional information about this position, please contact Jill Brown (jbrown@bentley.edu).

For best consideration, please apply by July 5th.

The Strategy Department at BI Norwegian Business School is currently inviting applications for an Assistant Professor in Strategy. The position is offered for a period of four years. Prolongation of employment at BI Norwegian Business School is contingent on an affirmative job performance appraisal at the end of the contract period. Strategy is among BI’s prioritized areas, and the position belongs to an internationally oriented research community. The Department is currently home to about 20 faculty and 22 PhD students. Active research areas include International Business, Inter-organizational Relations, Organization Design, Strategic Leadership, Knowledge Based Strategy, and Competitiveness. For more information visit: http://www.bi.no/ We welcome applicants to submit a short project proposal that reflects their area of interest.

The successful applicant must hold a doctoral degree when entering the period. We are looking for candidates with strong research capabilities and the ambition to advance the field of strategic management with publications in leading international journals. Accordingly, elements of the position and research funding opportunities can be tailored to accommodate the needs of excellent candidates. The position includes teaching, predominantly at the Masters level; MSc, EMBA and other Executive Master programs. The school also offers attractive opportunities in corporate teaching and managerial development. Salary is determined based on the Norwegian State Salary Scale and the position offers membership of the Norwegian Public Service Pension Fund. The evaluation of the project proposals will be organized by the Department Council. The evaluation will be based on the quality of previous research, potential for future research, and teaching qualities. Applicants may be called for an interview, trial lecture, or seminar presentation.

The position will only be filled if qualified candidates are identified. BI will place emphasis on whether applicants have worked as teaching or research assistants, including R&D work, research dissemination and research-based advisory services. Deadline for application: May 28, 2012. The following documents must be submitted electronically; a project proposal, an updated CV (including a complete list of publications and doctoral course work), formal documentation of highest obtained academic degree and other particularly relevant education. Any additional information and/or documentation of other activities that may be of significance for evaluating the applicant’s qualifications can also be submitted. Submit applications to: http://bi.easycruit.com/vacancy/718597/45441?iso=gb For any questions, contact: randi.lunnan@bi.no, or call +47 46410479.

BINA NUSANTARA UNIVERSITY (BINUS), Jakarta-Indonesia, is looking to fill positions for its international campus, BINUS INTERNATIONAL UNIVERSITY (BI) in the field of Management within the Faculty of Business. We are interested in international and local candidates with international experience and research interest in the respective departments of Marketing, Accounting and Finance, Management, and International Business. We would particularly like to encourage those who have a research interest/experience in marketing, entrepreneurship, international finance, IFRS, innovation and ASEAN studies.

BINUS UNIVERSITY, a leading private education institution in Indonesia was founded in 1981 and now has over 25,000 students. As part of its international growth, the BI Faculty of Business’ Bachelor in Economics and Master in Management programs are delivered fully in English with prominent international partners since 2002. Located in the business center of Jakarta, the modern facilities and strategic location of the campus facilitate a high level of corporate collaboration.

Within BI, the Faculty of Business offers executive, graduate and undergraduate programmes in accounting, finance, management, marketing, HTM and international business. All lectures in these programmes are conducted in English. Over the last five years, the Faculty of Business department has grown substantially into a fully international campus with more international faculty members, with members publishing regulary in international journals and collaborating closely with our executive education department.

Candidates profile:

Faculty members who are dedicated to high quality teaching at undergraduate and graduate levels and have a strong, demonstrable commitment to research and international publication in the areas of Marketing, Accounting and Finance, Management or International Business. An established track record of publication in international, peer-reviewed journals in the field and/or extensive corporate experience in multinational companies related to the domain will be an advantage.

A PhD in the related fields mentioned above is a requirement for Postgraduate positions. Postgraduate degree holders at the PhD level (or nearing completion), from reputable universities are encouraged to apply.

Candidates would ideally be able to start by the end of 2013.

We offer:

The possibility to be part of a growing business school and help us to achieve an international recognition through higher quality standards. A string culture of innovation is being encouraged via several initiatives. This includes the Innovation Centre, which supports innovation within Binus, collaborates with some of the global leaders in the field, and with its Asian contextual sensitivity aims to be the reference for innovation in Indonesia and the region.

BI is located in the heart of Jakarta, the financial capital of Indonesia, one of the fastest growing countries in South East Asia. Jakarta offers a cosmopolitan living environment with very modern living facilities and fast-growing access to the rest of the world.

Your application:

For further information about the positions or direct applications, please contact lecturer_recruitment@binus.edu. For more information about BINUS INTERNATIONAL, please visit our undergraduate website www.international.binus.ac.id  and our graduate website www.bbs.binus.ac.id

Bloomsburg University of Pennsylvania, a public four‐year comprehensive institution, invites nominations and applications for an academic leadership position: Dean, College of Business.

Reporting to the Provost and Senior Vice President for Academic Affairs, the Dean will serve as the chief academic officer of the College of Business. The Dean will be responsible for enhancing and invigorating the academic programs, inspiring faculty, staff, and students, and creating synergy among the disciplines. The Dean will also work with faculty to articulate a shared vision of excellence within the college with a focus on innovative program development that supports the University’s overall strategic priorities. The Dean will be expected to further the mission of the University by expanding resources; strengthening regional, national, and global connections; and building collaborations both within the college and across the University. A distinguished record of scholarship, teaching and service, progressive leadership experience, and an earned doctorate from an accredited institution in a discipline with appropriate credentials for tenure is required.

Accredited by AACSB, the College of Business (COB) is housed in Sutliff Hall, a newly renovated state-of-the-art facility featuring high-tech classrooms, the Benner-Hudock Center for Financial Analysis, and the Zeigler Institute for Professional Development. The COB serves close to 2,000 students, offering both graduate and undergraduate programs in four academic departments.

The successful COB dean candidate will demonstrate a commitment to the education and training of future business leaders and an entrepreneurial spirit coupled with experience in the development and leadership of game-changing initiatives. Soon after appointment, the Dean will lead the search for a newly approved Assistant Dean position in the College of Business.

Ranked among the top universities in the northeast, Bloomsburg University has a rich history of academic excellence and an outstanding reputation for its commitment to serving students in a close-knit and supportive environment that promotes learning and discovery. BU currently enrolls over 9,200 undergraduate students and approximately 700 graduate students in the Colleges of Business, Education, Liberal Arts and Science and Technology. Located on an attractive 282 acre campus in the picturesque and vibrant community of Bloomsburg, Pennsylvania, the University maintains an ongoing program of continuous campus renovation and renewal. Additional information about the University is available at: www.bloomu.edu.

Inquiries, nominations and applications are invited. Review of credentials will begin immediately and continue until the position is filled. For fullest consideration, candidates should provide a curriculum vitae, a cover letter which addresses the expectations (qualifications) listed in the advertisement and the names of five references (who will not be contacted without prior approval) by Monday, January 5, 2015. These materials should be sent electronically to Bloomsburg University’s consultants, Jane Courson and Alice Miller at: BloomsburgDeanCOB@wittkieffer.com. The consultants may be reached by telephone via Cara Drew at 781-564-2626. Finalist(s) for this position must communicate well and successfully complete an interview process. Prior to a final offer of employment, the selected candidate will be required to submit to a background check including, but not limited to, employment verification, educational and other credential verification, and criminal background check.

Bloomsburg University of Pennsylvania encourages applications from historically under-represented individuals, women, veterans, and persons with disabilities and is an AA/EEO Employer.

School of Management (SOM), BML Munjal University, India

Delhi NCR, India

Applications Invited for the position of

Full/Associate /Assistant / Visiting Professors in

OB, HR, Strategy, International Business and Entrepreneurship

 

BML Munjal University (sponsored by Hero Group*) is being established as a world class research university on the outskirts of New Delhi (Gurgaon) with the aim of creating a talented community of students and faculty who would excel in research, teaching and learning in a creative and stimulating environment.  BMU is being mentored by some of the leading global institutions, including Imperial College London for its School of Management. 

The School of Management will launch its two year MBA program in July 2014 and is inviting open-rank full time faculty in various disciplines of Management i.e. OB, HR, Strategy, International Business and Entrepreneurship to be part of this exciting new university.  Candidates would typically possess a PhD (or equivalent) from a reputed accredited institution with proven research and teaching skills. Successful candidates will have a demonstrated ability to conduct independent research in their domain resulting in high quality publications, as well as the potential to deliver high-quality courses at the graduate level. A demonstrated track record in publishing papers in reputed international journals is necessary for senior roles. SOM will offer competitive (on PPP basis) salaries with reasonable teaching loads. Successful candidates will have the opportunity to work with Imperial College faculty on research projects, faculty exchange and development programmes in London. In addition, we will consider visiting faculty positions for a limited term or annual recurring basis to cover specific courses.   BMU is also setting up an Institute for Inclusive Innovation that is a funded research centre that adopts an interdisciplinary approach to address challenges in India and other emerging economies.

Interested candidates are requested to send their 1) Cover letter 2) CV and 3) sample publications (or working papers).  References will be listed and shortlisted candidates will be asked for references.  Please send documents in electronic form, to: Ritu Bajaj (ritu.bajaj@bml.edu.in). Review of applications will begin on October 30th and will continue until the positions are filled. Short listed candidates will be invited over to the new campus for a visit. 

*About Hero Group

"Hero" has been a household name since the 1950’s in India, synonymous with the words reliability and quality. With over 10,000 retail touch points in India and over 22 million motorcycles and 100 million bicycles sold, Hero continues to touch the lives and hearts of millions in India.

With a track record of over 50 years of successful business operations and revenues of over USD 5 Billion in 2010-11, the Hero Group is amongst the most respected Indian business houses with a world leadership position in several of its businesses.

The Department of Management & Technology at Bocconi University has multiple openings for full time tenure-track faculty positions at the Assistant Professor level starting in September 2019. The department is accepting applications across all its areas of research and instruction, including Entrepreneurship, International Business, Organization and Management Theory, Organizational Behavior, Strategy, Corporate Governance and Family Business, and Technology and Innovation Management.

The Department of Management and Technology has a long tradition of intellectual accomplishment anchored by senior leaders in the fields of technology, strategy, and organization theory. In 2018 the department was ranked 10th worldwide (6th in Europe) for business and management in the QS Worldwide University Ranking. The department is in a sustained period of growth and internationalization with 20 faculty members hired across all levels in the last five years.

Applicants should demonstrate the capacity for exceptional research achievement and the ability to teach effectively in undergraduate, masters, MBA, and PhD programs. Experienced candidates should have an established track record of successful research and teaching.

Information for requesting interviews at the Academy of Management Conference 2018

Applicants who want to be interviewed during the 2018 Academy of Management Conference in Chicago (August 10 – 14, 2018) must send their applications by 23:59 (Italian Time) of July 8, 2018 through the online system. Note: only the CV is mandatory; no other documents are needed.

Complete applications are due through the online system for the Department of Management and Technology by 23:59 CEST September 30, 2018.

Please find additional information on Bocconi University and the Department of Management and Technology.

The Department of Management at Boğaziçi University invites applications for full time faculty positions at the assistant or associate level in Strategy / International Business / Organization Theory starting in September 2012.

Candidates should have a Ph.D. from an accredited university, demonstrate ability to conduct excellent scholarly research as well as teaching competence, and be interested in contributing to the scholarly life of our department. All areas of Strategy / International Business / Organization Theory (IB Theory, FDI, MNC, Internationalization Process, Global Strategies and CSR, Organizational Design, Organizational Environments, Organizational Technology, Strategic Change and Innovation, Strategy and Competitive Advantage) will be considered. Successful candidates will be expected to publish quality research and teach at some or all of the following levels: undergraduate, MBA, PHD, and executive education.

Boğaziçi University is a public university located in Istanbul, Turkey; and is one of the best-known and leading institutions in the country. Students rank in the top percentile of all high school graduates in Turkey. The University is committed to excellence in both research and teaching and the Management Department aspires to raise the future leaders in Turkish and global businesses as well as researchers in all management fields. Instruction at Boğaziçi University is in English.

For general information, please refer to the Boğaziçi University web page (http://www.boun.edu.tr/) and the Department of Management web page (http://www.mgmt.boun.edu.tr/).

Evaluation of applications starts April 15 and continues until the position is filled. Interested applicants should send: 1) A letter of interest, 2) Curriculum vitae, 3) Abstracts of completed or working papers 4) Teaching portfolio including teaching evaluations, and 5) Two recommendation letters to: Prof. Dr. Stefan Koch, Chair Department of Management Boğaziçi University Faculty of Economics and Administrative Sciences Bebek, Istanbul 34342 TURKEY e-mail: stefan.koch@boun.edu.tr Phone:+90 212 359 6503

Faculty Position in Strategy / International Business / Organization Theory BOGAZICI UNIVERSITY, Bebek, Istanbul, Turkey

The Department of Management at Bogazici University invites applications for full time faculty positions at the assistant or associate level in Strategy / International Business / Organization Theory. Candidates should have a Ph.D. from an accredited university, demonstrate ability to conduct excellent scholarly research as well as teaching competence, and be interested in contributing to the scholarly life of our department. All areas of Strategy / International Business / Organization Theory (IB Theory, FDI, MNC, Internationalization Process, Global Strategies and CSR, Organizational Design, Organizational Environments, Organizational Technology, Strategic Change and Innovation, Strategy and Competitive Advantage) will be considered.

Successful candidates will be expected to publish quality research and teach at some or all of the following levels: undergraduate, MBA, PHD, and executive education.



Bogazici University is a public university located in Istanbul, Turkey; and is one of the best-known and leading institutions in the country. Students rank in the top percentile of all high school graduates in Turkey. The University is committed to excellence in both research and teaching and the Management Department aspires to raise the future leaders in Turkish and global businesses as well as researchers in all management fields.
Instruction at Bogazici University is in English. For general information, please refer to the Bogazici University web page (http://www.boun.edu.tr/) and the Department of Management web page (http://www.mgmt.boun.edu.tr/).

Applicants should indicate if they will be attending the 2014 AOM Annual Meeting being held in Philadelphia, as members of our faculty will be interviewing with selected candidates during the conference. Interested applicants should send:
 


  1. A letter of interest,
  2. Curriculum vitae,

  3. Abstracts of completed or working papers

  4. Teaching portfolio including teaching evaluations, and

  5. Two recommendation letters


Please direct any questions about the position or search to:
 


Dr. Stefan Koch, Department Chair, at stefan.koch@boun.edu.tr


Dr. Burcu Rodopman, Search Committee Member, at burcu.rodopman@boun.edu.tr

Prof. Dr. Stefan Koch

Chair
 Department of Management


Boğaziçi University
 Faculty of Economics and Administrative Sciences


Bebek, Istanbul 34342


TURKEY
 

Phone: +90 212 359 6503

Boise State University announces the search for Dean of the College of Business and Economics.

The successful candidate will lead a college with a state-of-the art facility, outstanding faculty and staff, and a driven student body. Boise State is a metropolitan research university in Idaho’s capital, a hub for technology and science start-ups that ranks among America’s best and most affordable places to live and work. COBE houses several business support centers and promotes teaching, research and collaboration opportunities within the college and the business community with an aim towards the commercialization of technology and agriculture products. (http://cobe.boisestate.edu/businessresources). With more than 3,100 undergraduate and 300 graduate students, COBE offers undergraduate degrees in Accountancy, Economics, Finance, Information Technology, International Business, Management, Marketing, and Supply Chain Management. Graduate degrees include: MBAs in Career Start Master, Professional Master, and Executive Master; the M.S. in Accountancy; M.S. in Accountancy with Taxation Emphasis; and the concurrent J.D. and M.S.A.T in partnership with the University of Idaho College of Law. One of 5% of business schools with AACSB accreditation, COBE is among an elite group worldwide with AACSB accreditation for the business school and the accountancy program. COBE is headquartered in a new $45 million building with cutting-edge classroom design and technology, tech-savvy team rooms, a financial trading room and real-time learning lab.

The Search Committee seeks candidates with a Doctorate in a business (or closely related) discipline, strong research record, or combination of education/business experience.

Other desired attributes include:

  • Experience in leading faculty/staff to develop and implement a meaningful strategic plan
  • Ability to bridge academic and business cultures and communicate with internal and external stakeholders, as well as having an appreciation for the region
  • Proven commitment to diversity and to strategies that incorporate the contributions of students, faculty, and staff from all backgrounds
  • Vision to expand COBE’s global impact, including study and internship abroad programs, international faculty exchanges, and to advance a campus environment where students from around the world are welcomed and supported
  • Proven ability to raise funds from public and private sources
  • Ability to pursue new delivery systems for instruction that are appropriate for a 21st century business school.

For a detailed position profile see: www.academic-search.com/data/files/BoiseStateCOBEDeanProfile.pdf

The Committee will accept confidential applications and nominations until the position is filled. For best consideration, materials should be received by December 10, 2013. Initial interviews will be set in early January. Please include a letter describing relevant experiences and interest in the position, a CV, and five references with contact information. Nominations should include a detailed letter and contact information on the nominee. Submit materials electronically to BoiseCOBEDean@academic-search.com. For confidential conversations regarding nominations or applications, contact John B. Hicks, Senior Consultant Academic Search, Inc. at John.hicks@academic-search.com or 205-345-7221.

Boise State University is an equal opportunity employer. The university is committed to providing equal employment opportunities to all employees and qualified applicants for employment as provided for by federal, state, and local law.

Boren Awards is a federal scholarship program funded by the Defense Language and National Security Education Office that focuses on critical language study abroad in underrepresented study abroad countries that are also critical to national security. The goal is to provide students with knowledge of global issues and have them contribute to U.S. national security. Award amounts given depend on the length of the study.

The Boston University School of Management (SMG) is now accepting applications for a full-time, tenured Associate Professor, Globalization, effective July 1, 2015.  Globalization is key element of the SMG strategy and is mirrored in the University’s ongoing strategic commitment to academic leadership as a global research university.

Successful applicants will have established an exemplary record of scholarship and teaching in the area of globalization and their specific domain of expertise that may include any business discipline; demonstrated teaching abilities at the graduate level; and a PhD degree in business, management, or related areas from a research university.   We anticipate that the position will serve as a faculty leader in the growth of globalization in the curriculum. Salary will be commensurate with experience and teaching load is competitive to that of other major research universities.

Applicants are welcome from all business academic disciplines including: accounting, organizational behavior, finance, information systems, marketing, strategy, and operations management. The position will be housed in a department within the School based upon the successful candidate’s discipline.

If you have any questions, please feel free to email Olga Hawn at olgahawn@bu.edu. Interested candidates should electronically submit a letter of application, curriculum vita, and representative publications and teaching materials by December 15, 2014 via smgfacac@bu.edu addressed to:

Professor Karen Golden-Biddle, Chair
Globalization Search Committee
Boston University School of Management
595 Commonwealth Avenue
Boston, MA  02215

We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. We are a VEVRAA Federal Contractor.

The site contains information that helps students choose the right internship or volunteer abroad program. It includes a list of highlighted volunteer and internship programs, a detailed guide on different aspects related to traveling abroad, and a program budgeting calculator.

Brandeis University invites applications for a tenured or tenure-track position in international business. The candidate may specialize in any number of sub-fields, such as economics, marketing, strategy, organizational behavior, operations, entrepreneurship, and social responsibility. The successful candidate will be actively engaged in research and be an innovative scholar who understands practical challenges facing business in the global economy. Creativity in course development and effectiveness in teaching will be valued highly; if appointed at the senior level, leadership experience will be expected. The successful candidate will teach in the new undergraduate Business major at Brandeis University, as well as in the MBA program. The Business major combines liberal arts studies in the School of Arts & Sciences with core subjects in the business school.

The International Business School focuses on the economics, finance and management of global markets and organizations, with more than 400 graduate students from more than 50 countries in MBA, MA, MSF and PhD programs in a state-of-the-art building. Faculty members in economics, finance, and business work closely with each other in a collegial and rigorous academic environment. Brandeis University is located on a beautiful campus in a suburb of Boston. More information is at www.brandeis.edu/global.

Candidates should send a CV and a letter expressing interest. Although applications will be accepted until the position is filled, candidates are requested to apply by November 15, 2009. Applications should be sent to:

Business Faculty Search Committee, c/o Arlene Sherman
Brandeis International Business School, MS 032
Waltham, MA 02454

Brandeis University is an equal opportunity employer committed to building a culturally diverse intellectual community and strongly encourages applications from women and minorities.

Brandeis University invites applications for a tenured or tenure-track position in the area of Strategy and Innovation. We are especially interested in candidates working on topics in entrepreneurship, technology management, social media, sustainability, and emerging markets.

The successful candidate will be actively engaged in research and be an innovative scholar who is knowledgeable about issues of business practice. Creativity in course development and effectiveness in teaching will be valued highly. For applicants at the senior level, some experience in academic leadership will be expected. Although the positions can be filled at any level, candidates with a few years' of academic experience beyond their PhD will receive priority.

The successful candidates will teach in Brandeis International Business School's MBA Program as well as in our undergraduate Business major. The undergraduate program combines liberal-arts studies in Brandeis's College of Arts and Sciences with core business subjects at IBS.

Brandeis IBS focuses on the management, finance, and economics of global markets and organizations and related policy issues. Our 400 graduate students come from over 50 countries and are enrolled in MBA, MA, MSF and PhD programs. Faculty members in business, finance, and economics work closely together in a collegial and rigorous academic environment. There are no functional departments at Brandeis IBS and faculty and students work in one state-of-the-art building complex. Brandeis University is located on a beautiful campus in a suburb of Boston. More information is at www.brandeis.edu/global .

Candidates should submit a CV, a letter expressing interest, and three recommendations. Teaching evaluations and one or more recent research papers are also helpful. Applications will be accepted until the position is filled, but candidates are requested to apply by November 1, 2013. Finalists will be invited for campus interviews in early Spring. Procedural questions about this search may be addressed to Echo Bergquist at ebb@brandeis.edu. 

How to apply:  You can apply directly via our on-line application system called Head Hunter: https://editorialexpress.com/hhc .  Create an account, enter the system, and then go to the “Positions” tab and click on the Brandeis Strategy and Innovation position.  Answer questions, upload documents in PDF format, and provide names and email addresses of recommenders. 

Brandeis University is an equal opportunity employer committed to building a culturally diverse intellectual community and strongly encourages applications from women and minorities.

Brandeis University invites applications for a tenured or tenure-track position in ORGANIZATIONAL BEHAVIOR AND MANAGEMENT. We are especially interested in candidates working on topics in international business, emerging markets, entrepreneurship, business and society, and innovation. The successful candidate will be actively engaged in research and be an innovative scholar who is knowledgeable about issues of business practice. Creativity in course development and effectiveness in teaching will be valued highly. For applicants at the senior level, some experience in academic leadership will be expected. Although the position can be filled at any level, candidates with a few years' of academic experience beyond their PhD will receive priority.

The successful candidate will teach in the International Business School's MBA Program as well as in our new undergraduate Business major. The undergraduate program combines liberal-arts studies in Brandeis's College of Arts and Sciences with core business subjects at IBS. The International Business School focuses on the management, finance, and economics of global markets and organizations and related policy issues. Our 400 graduate students come over 50 countries and are enrolled in MBA, MA, MSF and PhD programs. Faculty members in business, finance, and economics work closely together in a collegial and rigorous academic environment. There are no functional departments at IBS and faculty and students work in one state-of-the-art building complex.

Brandeis University is located on a beautiful campus in a suburb of Boston. More information is at www.brandeis.edu/global. Candidates should submit a CV, a letter expressing interest, and three recommendations. Teaching evaluations and one or more recent research papers are also helpful. Applications will be accepted until the position is filled, but candidates are requested to apply by November 1, 2010. Finalists will be invited for campus interviews in the Fall and early Spring. Procedural questions about this search may be addressed to Arlene Sherman at sherman@brandeis.edu.

HOW TO APPLY: A new online application system called Head Hunter will be used. Start by providing contact information and registering at https://editorialexpress.com/hhc. After that, go to the Positions tab and click on the Brandeis OB and Management position. Answer additional questions, upload documents requested above (in PDF format), and provide names and email addresses of recommenders. For more information about the job specifications please see http://www.brandeis.edu/global/facultysearch

Brandeis University is an equal opportunity employer committed to building a culturally diverse intellectual community and strongly encourages applications from women and minorities.

Brandeis University invites applications for a tenured or tenure-track position in MARKETING AND STRATEGY. We are especially interested in candidates working on topics in international business, emerging markets, entrepreneurship, business and society, and innovation. The successful candidate will be actively engaged in research and be an innovative scholar who is knowledgeable about issues of business practice. Creativity in course development and effectiveness in teaching will be valued highly. For applicants at the senior level, some experience in academic leadership will be expected. Although the position can be filled at any level, candidates with a few years' of academic experience beyond their PhD will receive priority.

The successful candidate will teach in the International Business School's MBA Program as well as in our new undergraduate Business major. The undergraduate program combines liberal-arts studies in Brandeis's College of Arts and Sciences with core business subjects at IBS. The International Business School focuses on the management, finance, and economics of global markets and organizations and related policy issues. Our 400 graduate students come over 50 countries and are enrolled in MBA, MA, MSF and PhD programs. Faculty members in business, finance, and economics work closely together in a collegial and rigorous academic environment. There are no functional departments at IBS and faculty and students work in one state-of-the-art building complex.

Brandeis University is located on a beautiful campus in a suburb of Boston. More information is at www.brandeis.edu/global. Candidates should submit a CV, a letter expressing interest, and three recommendations. Teaching evaluations and one or more recent research papers are also helpful. Applications will be accepted until the position is filled, but candidates are requested to apply by November 1, 2010. Finalists will be invited for campus interviews in the Fall and early Spring. Procedural questions about this search may be addressed to Arlene Sherman at sherman@brandeis.edu.

HOW TO APPLY: A new online application system called Head Hunter will be used. Start by providing contact information and registering at https://editorialexpress.com/hhc. After that, go to the Positions tab and click on the Brandeis Marketing and Strategy position. Answer additional questions, upload documents requested above (in PDF format), and provide names and email addresses of recommenders. For more information about the job specifications, please see http://www.brandeis.edu/global/facultysearch

Brandeis University is an equal opportunity employer committed to building a culturally diverse intellectual community and strongly encourages applications from women and minorities.

Brief Encounters is a role-playing game that helps players develop an understanding of how culture impacts the behavior and perception of others. This game will help players learn how to describe and recognize cultural differences through behavior, how culture influences the way we view the behavior of others, and how to communicate with others despite cultural norms.

The Brief Guide to Business Writing provides guidelines on how to write business documents focusing on format, paragraph, and sentence guidelines. Other useful tools include a sample business letter, memo, and email as well as a guide to the writing process, word choice explanations, and a writing checklist.

The Faculty of Business, Brock University invites applications for a probationary tenure track position in International Business. Starting July 1, 2013, the rank is open at the Assistant Professor level, dependent upon qualifications. The availability of this position is subject to final budgetary approval. Brock University seeks a candidate with a strong commitment to excellence in scholarly research and teaching in the field of international business.

The position entails conducting rigorous academic research with relevance to a managerial audience. Position level and salary are commensurate with the applicants’ qualifications. All qualified candidates are encouraged to apply; however, Canadians and permanent residents will be given priority. Brock University is actively committed to diversity and the principles of Employment Equity and invites applications from all qualified candidates. Women, Aboriginal peoples, members of visible minorities, and people with disabilities are especially encouraged to apply and to voluntarily self identify as a member of a designated group as part of their application.

Application Process:
1. Candidates who wish to have their application considered as a member of one or more designated groups should fill out the Self-Identification Form available at http://www.brocku.ca/webfm_send/1095 and include the completed form with their application.
2. To receive full consideration, the candidate must submit her/his application electronically. The application should include a letter of application, current vita, a statement of research interests and teaching philosophy, evidence from teaching evaluation(s) (if available), and sample of scholarly publications. Letters of reference will be requested after the candidate is shortlisted.
3. Successful candidates may be contacted to have interviews in AIB or AOM conferences.
4. Your application should be submitted by September 15, 2012. Brock University is located in the scenic Niagara peninsula minutes from New York State and a one-hour drive from Toronto. A stable manufacturing base in addition to expanding sectors such as wine-making and tourism provides for a dynamic, high growth area with an exceptional range of professional and recreational opportunities.

The Faculty of Business is AACSB accredited and values both research and teaching. It has approximately 80 full-time members, and offers five graduate programs: MBA, MBA International Students program, Master of Accountancy, International Master of Accountancy, plus Master of Science and two undergraduate programs: BBA and BAcc. The Department of Marketing, International Business, and Strategy has 20 full-time faculty and is one of four departments in the Faculty of Business.

More information on Brock University can be found on the University’s website www.brocku.ca. Dr. Narongsak (Tek) Thongpapanl, Chair Department of Marketing, International Business, and Strategy E-mail (preferred): nthongpa@brocku.ca Postal: Department of Marketing, International Business, and Strategy Brock University, Faculty of Business St. Catharines, Ontario, CANADA L2S 3A1 Phone: 905-688-5550, extension 5159

Job Summary

The Goodman School of Business, Brock University invites applications for a probationary tenure-track appointment at the level of Assistant Professor in Marketing, starting July 1st, 2016. The position is open to ALL AREAS OF MARKETING (including Social Media Marketing, Internet Marketing, Service Marketing, Marketing of Financial Services, Marketing Analytics, and Marketing Modeling), but preference will be given to those who have demonstrated potential for conducting high quality research and teaching. The availability of this position is subject to final budgetary approval.

Qualifications

Brock University seeks a candidate with a strong commitment to excellence in scholarly research and teaching in the field of Marketing. The position entails developing and sustaining high-quality teaching and learning environments for students and conducting rigorous academic research with relevance to a managerial audience. It is expected that the applicants have potential to publish in top-tier marketing and related business journals. Position level and salary are commensurate with the applicants’ qualifications. A doctoral degree in Marketing, Management or Business Administration with a marketing concentration is required (completed or near completion).

About Us

The Department of Marketing, International Business and Strategy (MIBS) has 20 full-time faculty members and is in the Goodman School of Business, which has approximately 90 full-time members. We offer a full range of graduate and undergraduate programs (BBA, BAcc, MBA, MAcc, and MSc), both research and professionally oriented. Co-op options are available for students in both undergraduate and graduate programs.

Recent publications by MIBS members have appeared or are forthcoming in such leading journals as Journal of the Academy of Marketing Science, Journal of International Marketing, Journal of Product Innovation Management, Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Journal of Management Studies, Journal of International Business Studies, Journal of Business Venturing, Entrepreneurship Theory and Practice, Industrial Marketing Management, Journal of Marketing Theory and Practice, Long Range Planning, Sloan Management Review, Journal of Business Ethics, and others.

The Goodman School of Business is AACSB accredited, and has an excellent environment for faculty with competitive salaries and benefits, ample research support, access to marketing and related databases, low teaching loads and student-to-faculty ratios, and modern physical facilities. The school is inextricably connected with businesses from a broad spectrum of industries, ranging from small, start-ups through our BioLinc to large, established firms through the various outreach programs. More information on the Goodman School of Business and the MIBS department can be found on the University’s website http://brocku.ca/business/.

Brock University is located in the scenic Niagara peninsula, minutes from New York State and a one-hour drive from Toronto. A manufacturing base, in addition to expanding sectors such as wine-making and tourism, provides for a dynamic environment with an exceptional range of professional and recreational opportunities. The Niagara region offers a family-friendly environment with a modest cost of living.

Application Procedure

Applications should include a cover letter, curriculum vitae, job market paper, a statement of research interests and teaching philosophy, teaching evaluations, sample of scholarly publications, and three reference letters. Letters of reference must be sent directly from the referee to the Committee Chair. Successful candidates may be contacted to have interviews at the Academy of Marketing Science (AMS) Conference or the American Marketing Association (AMA) Conference. 

Applications must be submitted electronically to:

Dr. Narongsak (Tek) Thongpapanl, Chair

Department of Marketing, International Business, and Strategy

E-mail (preferred): nthongpa@brocku.ca

Postal:

Department of Marketing, International Business and Strategy

Brock University, The Goodman School of Business

500 Glenridge Avenue

St. Catharines, Ontario, CANADA L2S 3A1

Phone: 905-688-5550, extension 5159

 

Application deadline will be on August 1st, 2015. Applicants should be aware that only completed applications will receive consideration.

All qualified candidates are encouraged to apply; however, Canadians and permanent residents will be given priority. Brock University is actively committed to diversity and the principles of Employment Equity and invites applications from all qualified candidates. Women, Aboriginal peoples, members of visible minorities, and people with disabilities are especially encouraged to apply and to voluntarily self-identify as a member of a designated group as part of their application. Candidates who wish to have their application considered as a member of one or more designated groups should fill out the Self-Identification Form available at http://www.brocku.ca/webfm_send/18256 and include the completed form with their application.

Assistant Professor – Marketing

The Goodman School of Business, Brock University invites applications for a probationary tenure-track appointment at the level of Assistant Professor in Marketing, starting July 1st, 2014.  The position is open to all areas of marketing, but preference will be given to those who have demonstrated potential for conducting high quality research and teaching.  The availability of this position is subject to final budgetary approval.

Brock University seeks a candidate with a strong commitment to excellence in scholarly research and teaching in the field of Marketing.  The position entails developing and sustaining high-quality teaching and learning environments for students and conducting rigorous academic research with relevance to a managerial audience.  It is expected that the applicants have potential to publish in top-tier marketing and related business journals.  Position level and salary are commensurate with the applicants’ qualifications.  A doctoral degree in Marketing, Management or Business Administration with a marketing concentration is required (completed or near completion).

The Department of Marketing, International Business & Strategy (MIBS) has 20 full-time faculty members and is in the Goodman School of Business, which has approximately 90 full-time members. We offer a full range of graduate and undergraduate programs (BBA, BAcc, MBA, MAcc, and MSc), both research and professionally oriented.  Co-op options are available for students in both undergraduate and graduate programs.

The Goodman School of Business is AACSB accredited, and has an excellent environment for faculty with competitive salaries and benefits, ample research support, access to marketing and related databases, low teaching loads and student-to-faculty ratios, and modern physical facilities.  More information on the School and the MIBS department can be found on the University’s website http://brocku.ca/business/.

Brock University is located in the scenic Niagara peninsula minutes from New York State and a one-hour drive from Toronto.  A manufacturing base, in addition to expanding sectors such as wine-making and tourism, provides for a dynamic environment with an exceptional range of professional and recreational opportunities.  The Niagara region offers a family-friendly environment with a modest cost of living.

Applications should include a cover letter, curriculum vitae, job market paper, a statement of research interests and teaching philosophy, teaching evaluations, sample of scholarly publications, and three reference letters.  Letters of reference must be sent directly from the referee to the Committee Chair.  Successful candidates may be contacted to have interviews at the Academy of Marketing Science (AMS) Conference and/or the American Marketing Association (AMA) Conference.  Applications must be submitted electronically to:

 

Dr. Narongsak (Tek) Thongpapanl, Chair

Department of Marketing, International Business, and Strategy

E-mail (preferred): nthongpa@brocku.ca

Postal:

Department of Marketing, International Business and Strategy

Brock University, The Goodman School of Business

500 Glenridge Avenue

St. Catharines, Ontario, CANADA L2S 3A1

Phone: 905-688-5550, extension 5159

 

Application deadline will be on August 1st, 2013.  Applicants should be aware that only completed applications will receive consideration.

All qualified candidates are encouraged to apply; however, Canadians and permanent residents will be given priority. Brock University is actively committed to diversity and the principles of Employment Equity and invites applications from all qualified candidates. Women, Aboriginal peoples, members of visible minorities, and people with disabilities are especially encouraged to apply and to voluntarily self identify as a member of a designated group as part of their application. Candidates who wish to have their application considered as a member of one or more designated groups should fill out the Self-Identification Form available at http://www.brocku.ca/webfm_send/1095 and include the completed form with their application.

Job Summary

The Goodman School of Business, Brock University invites applications for a probationary tenure-track appointment at the level of Assistant Professor in Marketing, starting July 1st, 2015. The position is open to ALL AREAS OF MARKETING (including Social Media Marketing, Internet Marketing, Service Marketing, and Marketing of Financial Services), but preference will be given to those who have demonstrated potential for conducting high quality research and teaching. The availability of this position is subject to final budgetary approval.

Qualifications

Brock University seeks a candidate with a strong commitment to excellence in scholarly research and teaching in the field of Marketing. The position entails developing and sustaining high-quality teaching and learning environments for students and conducting rigorous academic research with relevance to a managerial audience. It is expected that the applicants have potential to publish in top-tier marketing and related business journals. Position level and salary are commensurate with the applicants’ qualifications. A doctoral degree in Marketing, Management or Business Administration with a marketing concentration is required (completed or near completion).

Notes / To Apply

The Department of Marketing, International Business and Strategy (MIBS) has 20 full-time faculty members and is in the Goodman School of Business, which has approximately 90 full-time members. We offer a full range of graduate and undergraduate programs (BBA, BAcc, MBA, MAcc, and MSc), both research and professionally oriented. Co-op options are available for students in both undergraduate and graduate programs.

The Goodman School of Business is AACSB accredited, and has an excellent environment for faculty with competitive salaries and benefits, ample research support, access to marketing and related databases, low teaching loads and student-to-faculty ratios, and modern physical facilities. More information on the Goodman School of Business and the MIBS department can be found on the University’s website http://brocku.ca/business/.

Brock University is located in the scenic Niagara peninsula, minutes from New York State and a one-hour drive from Toronto. A manufacturing base, in addition to expanding sectors such as wine-making and tourism, provides for a dynamic environment with an exceptional range of professional and recreational opportunities. The Niagara region offers a family-friendly environment with a modest cost of living.

Application Procedure

Applications should include a cover letter, curriculum vitae, job market paper, a statement of research interests and teaching philosophy, teaching evaluations, sample of scholarly publications, and three reference letters. Letters of reference must be sent directly from the referee to the Committee Chair. Successful candidates may be contacted to have interviews at the Academy of Marketing Science (AMS) Conference or the American Marketing Association (AMA) Conference. Applications must be submitted electronically to:

 

Dr. Narongsak (Tek) Thongpapanl, Chair

Department of Marketing, International Business, and Strategy

E-mail (preferred): nthongpa@brocku.ca

Postal:

Department of Marketing, International Business and Strategy

Brock University, The Goodman School of Business

500 Glenridge Avenue

St. Catharines, Ontario, CANADA L2S 3A1

Phone: 905-688-5550, extension 5159

 

Application deadline will be on August 15th, 2014. Applicants should be aware that only completed applications will receive consideration.

 

All qualified candidates are encouraged to apply; however, Canadians and permanent residents will be given priority. Brock University is actively committed to diversity and the principles of Employment Equity and invites applications from all qualified candidates. Women, Aboriginal peoples, members of visible minorities, and people with disabilities are especially encouraged to apply and to voluntarily self identify as a member of a designated group as part of their application. Candidates who wish to have their application considered as a member of one or more designated groups should fill out the Self-Identification Form available at http://www.brocku.ca/webfm_send/18256 and include the completed form with their application.

The Goodman School of Business, Brock University invites applications for a probationary tenure-track appointment at the level of Assistant Professor in Strategy, starting July 1st, 2019. The position is open to ALL AREAS OF STRATEGY, but with particular preference given to those whose research interests include social innovation and the human side of strategy. Demonstration of the potential for conducting high quality research publishable in top journal s in business and management and for teaching excellence is also required. The availability of this position is subject to final budgetary approval.

About the Department of Marketing, International Business and Strategy (MIBS)

The MIBS Department has 20 full-time faculty members and is one of four departments in the Goodman School of Business, which has approximately 100 full-time members. We offer graduate and undergraduate programs, both research and professionally oriented including: Master of Science in Organization Studies (a research based master's degree), MBA, MACC, BBA, and BACC

Recent publications by MIBS members have appeared or are forthcoming in such leading journals as Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Journal of Management Studies, Journal of International Business Studies, Journal of Business Venturing, Entrepreneurship Theory and Practice, Long Range Planning, Sloan Management Review Journal of Business Ethics, Journal of Marketing Research, Journal of the Academy of Marketing Science, Journal of International Marketing, Journal of Product Innovation Management, Industrial Marketing Management, and  others.

About the Goodman School of Business

The Goodman School of Business, named for respected business leader Ned Goodman, is AACSB accredited and offers graduate and undergraduate programs in business and accounting. Goodman is a collaborative environment and home to many celebrated faculty members who are both innovative researchers and exemplary teachers, two of whom were recently identified (alongside two other Canadian researchers in business and management education) as among the 99 most productive worldwide.

Under renewed leadership at both the presidential and decanal levels, Brock and the Goodman School of Business are committed to building the scope and reach of the School with the expansion of existing university and business relationships at the local, national and global levels. Already a national leader in experiential learning, Goodman facilitates service-learning programs and international co-op placements, preparing our students for successful careers around the world. With expected completion in 2018 of an expanded and re-vitalized building, Goodman School will soon offer a new state-of-the-art learning environment.

More information on the Goodman School of Business and the MIBS department can be found on the University's website https://brocku.ca/business/.

About Brock University

Located in scenic Niagara region, Brock is a progressive, welcoming university set in a safe and pleasant community that is within an hour from the Greater Toronto Area. Brock's main campus sits atop the Niagara Escarpment - a UNESCO World Biosphere Reserve - overlooking the city of St. Catharines. With 18,000 students engaged in more than 100 undergraduate and graduate programs in seven diverse Faculties, Brock's strong academic heart is greatly enriched by renowned experiential learning opportunities and a highly rated student experience.

Our Geography

Often referred to as "Napa North", Niagara is at the heart of Ontario's grape and wine industry, with a striking landscape of rolling vineyards and scores of award-winning wineries. Niagara is also a popular tourism destination characterized by natural beauty, famous attractions and historic landmarks recalling significant chapters of Canada's past. St. Catharines, which is home to an emerging arts and entertainment scene, is a short drive from Toronto, Niagara Falls and Buffalo, N.Y., including less than a 90-minute drive from two international airports. With one of Canada's mildest climate zones, safe communities and affordable real estate, Niagara is an exceptional location to call home.

Qualifications

Brock University seeks a candidate with a strong commitment to excellence in scholarly research and teaching in the field of Strategy. The position entails developing and sustaining high-quality teaching and learning environments for students and conducting rigorous academic research with relevance to a managerial audience. It is expected that the applicants have potential to publish in top-tier strategy and related business journals. Position level and salary are commensurate with the applicants' qualifications. A doctoral degree in Strategy, Management or Business Administration is required (completed or near completion). A concentration or research expertise in Organization Theory is beneficial.

Notes

Application Procedure

Applications should include a cover letter, curriculum vitae, job market paper, a statement of research interests and teaching philosophy, teaching evaluations, sample of scholarly publications, and three reference letters. Letters of reference must be sent directly from the referee to the Committee Chair.

Applications must be submitted electronically to:

 

Dr. Wesley Helms, Chair of the Search Committee

Department of Marketing, International Business, and Strategy E-mail (preferred):

whelms@brocku.ca

Department of Marketing, International Business and Strategy Brock University,

The Goodman School of Business

1812 Sir Isaac Brock Way

St. Catharines, Ontario, CANADA L2S 3A1

Phone: 905-688-5550, extension 5191

 

Review of applications will commence August 15, 2018 and continue until the position is filled. Preliminary interviews will be done at the Academy of Management Conference, and therefore applicants are strongly encouraged to apply before August, 2018.Applicants should be aware that only completed applications will receive consideration.

All qualified candidates are encouraged to apply. However, Canadians and permanent residents will be given priority. Brock University is actively committed to diversity and the principles of employment equity and invites applications from all qualified candidates. Women, Aboriginal peoples, members of visible minorities, people with disabilities, and lesbian, gay, bisexual, transgender, and queer (LGBTQ) are encouraged to apply and to voluntarily self-identify as a member of a designated group as part of their application. Candidates who wish to be considered as a member of one or more designated groups should fill out the Self-Identification Form and include the completed form with their application. The Self-Identification Form available online at: https://brocku.ca/human-resources/wp­ content/uploads/sites/81/SelfldentificationForm.doc

Brock University is an equal opportunity employer committed to inclusive, barrier-free recruitment and selection processes and work environment. We will accommodate the needs of the applicants under the Ontario Human Rights Code and the Accessibility for Ontarians with Disabilities Act (AODA) throughout all stages of the recruitment and selection process, per the University's Accommodation for Employees with Disabilities Policy (https://brocku.ca/webfm_send/6557). Please advise the Human Resources Department to ensure your accessibility needs are accommodated throughout this process. Information received relating to accommodation measures will be addressed confidentially.

Brock University is actively committed to diversity and the principles of Employment Equity and invites applications from all qualified candidates. Women, Indigenous peoples, members of visible minorities, and people with disabilities are encouraged to apply. We will accommodate the needs of the applicants and the Ontario Human Rights Code and the Accessibility for Ontarians with Disabilities Act (AODA) throughout all stages of the selection process, as outlined in the Employee Accommodation Policy https://brocku.ca/webfm_send/39939.

Please advise: Wesley Helms-Associate Professor-whelms@BrockU.CA to ensure your accessibility needs are accommodated through this process. Information received relating to accommodation measures will be addressed confidentially.

All qualified candidates are encouraged to apply. Brock University is actively committed to diversity and the principles of Employment Equity and invites applications from all qualified candidates. Women, Aboriginal peoples, members of visible minorities, people with disabilities and lesbian, gay, bisexual, transgender, and queer (LGBTQ) persons are encouraged to apply and to voluntarily self-identify as a member of a designated group as part of their application. Candidates who wish to be considered as a member of one or more designated groups can fill out the Self-Idenfication questions included in the questionnaire at the time of application. 

It is Brock University’s policy to give consideration to qualified internal applicants.

We appreciate all applications received; however, only candidates selected for an interview with be contacted.  

Learn more about Brock University by visiting http://www.brocku.ca

International Business Management

International Business Management

Bryant University seeks to fill a tenure-track position in the Department of Management (rank is Assistant). Bryant seeks a candidate with a strong commitment to excellence in scholarly research and teaching in the field of international business. A secondary interest in strategic management is highly desirable. The position entails conducting rigorous academic research with relevance to a managerial audience.

Faculty members at Bryant have the opportunity to draw upon data sources available through our Chafee Center for International Business and U.S.-China Institute for use in international business research. A new faculty member may teach in our undergraduate (BSBA and BSIB) as well as graduate (MBA) programs. They also may have the opportunity to travel internationally with colleagues and students as part of our Sophomore International Experience. Additional course assignments will depend on the candidates’ interests and experience.

Qualifications Candidates must have a Ph.D. or D.B.A. in Management from an AACSB-International accredited school. ABD in management with completion expected by August 1, 2012 from an AACSB accredited school will be considered. Candidates should be committed to teaching excellence, establishing a scholarly publication record consistent with AACSB standards, and serving as active members of the Bryant community. The demonstrated capacity to conduct research that speaks to both academic and managerial audiences is highly desirable. The successful candidate must be able to teach courses at both the undergraduate (BSBA and BSIB) and graduate (MBA) level.

Successful candidates also will demonstrate the potential, as their career progresses, to conduct a variety of scholarly activities that support research and teaching, e.g., building new programs, writing research grants, establishing connections with the business community, and developing new courses.

Application Process To receive full consideration, interested persons must apply electronically. Applications should include a letter of application, current vita, and evidence to support the following expectations:
○ teaching undergraduate and graduate (graduate not mandatory) management courses
○ conducting and publishing research in international business, strategic management and related areas
○ contributing to student growth and development through active involvement in student related activities (e.g., advising, working with student organizations)
○ providing service to the university and community Complete information regarding the required application process is available on-line at http://employment.bryant.edu/applicants/Central?quickFind=50783

Bryant University will begin reviewing applications and conducting interviews immediately. Should you wish to discuss this opening or for more information please contact:

Dr. Madan Annavarjula – mannavar@bryant.edu
Dr. Michael Roberto – mroberto@bryant.edu
Co-Chairs, Search Committee, Department of Management

Appointment Begins August 1, 2012. Rank is Assistant. Salary is commensurate with preparation, experience, and demonstrated performance. EEOC Statement Bryant University is an equal employment opportunity employer.

About Bryant Bryant University is a 149 year old private secular institution and is accredited by AACSB-International and the New England Association of Schools and Colleges. Bryant is a student-centered institution, focused on academic excellence that prepares our students to achieve their personal best in life and in their chosen professions. We have approximately 3300 undergraduate students who hail from 27 states and 54 countries. We also have approximately 244 full and part-time graduate students. The Bryant Management Department consists of twelve tenure-track faculty and six additional non-tenure track faculty members who bring extensive business experience to the classroom. Students interested in Management can earn an undergraduate (BSBA) degree with a concentration in Management or Human Resource Management, an undergraduate degree in International Business (BSIB), or an MBA.

Position Description

Bryant University seeks to fill a tenure-track position in the Department of Management (rank is Assistant).  Bryant seeks a candidate with a strong commitment to excellence in scholarly research and teaching in the field of organizational behavior. A secondary interest in international business is highly desirable. Preference will be given to candidates whose research deal with issues of Leadership, Team Management, Negotiations and/or Decision-Making in global/cross-cultural context. The position entails conducting rigorous academic research with relevance to a managerial audience.  Faculty members at Bryant have the opportunity to draw upon data sources available through our Chafee Center for International Business and U.S.-China Institute for use in international business research.

The appointment for this position begins August 1, 2018.  Rank is Assistant.  Salary is commensurate with preparation, experience, and demonstrated performance. 

Principal Accountabilities

The successful candidate will be expected to teach in our undergraduate (BSBA and BSIB) as well as graduate (MBA) programs related to Organizational Behavior and International Business.    

Successful candidates should be committed to teaching excellence, establishing a scholarly publication record consistent with AACSB standards, and serving as an active member of the Bryant community. The successful candidates will also demonstrate the potential, as their career progresses, to conduct a variety of scholarly activities that support research and teaching, e.g., building new programs, writing research grants, establishing connections with the business community, and developing new courses, along with service activities that include designing, participating in and leading new initiatives, mentoring students, and being an active participant in departmental and institutional activities.

Qualifications

Candidates must have a Ph.D. or D.B.A. in Management from an AACSB-International accredited school.  ABD in management with completion expected by August 1, 2018 from an AACSB accredited school will be considered.  Candidates should be committed to teaching excellence, establishing a scholarly publication record consistent with AACSB standards, and serving as active members of the Bryant community.   The demonstrated capacity to conduct research that speaks to both academic and managerial audiences is highly desirable.  The successful candidate must be able to teach courses at both the undergraduate (BSBA and BSIB) and graduate (MBA) level.   

Application Process

To receive full consideration, interested persons must apply electronically.  Applications should include a letter of application, current vita, and evidence to support the following expectations:

  • teaching undergraduate and graduate (graduate not mandatory) management courses
  • conducting and publishing research in organizational behavior, international business, and related areas
  • contributing to student growth and development through active involvement in student related activities (e.g., advising, working with student organizations)
  • providing service to the university and community

Bryant University will begin reviewing applications and conducting interviews at the Academy of Management (Atlanta) and the Academy of International Business (Dubai) meetings in Summer 2017. We will continue to review applications till the position is filled.

Please email all your materials in a zip folder to Dr. Chris Roethlein – croethle@bryant.edu.

Please indicate in your cover letter if you are planning to attend the Academy of Management or Academy of International Business meetings this summer.

Should you wish to discuss this opening or for more information please contact:

Dr. Chris Roethlein – croethle@bryant.edu (Chair, Search Committee 2017, Department of Management) or

Dr. Diya Das – ddas@bryant.edu (Chair, Department of Management)

EEOC Statement

Bryant University is an equal employment opportunity employer. We strongly encourage women and minority candidates to apply.

About Bryant

Bryant University is a 153 year old private secular institution in Smithfield RI, USA and is accredited by AACSB-International and the New England Association of Schools and Colleges.  Bryant is a student-centered institution, focused on academic excellence that prepares our students to achieve their personal best in life and in their chosen professions.  We have 3459 undergraduate students who hail from 36 states and 59 countries. We also have 211 full- and part-time graduate students.

The Bryant Management Department consists of fifteen tenure-track faculty and seven additional non-tenure track faculty members who bring extensive business experience to the classroom.  Students interested in Management can earn an undergraduate degree in Bachelor of Science in Business Administration (BSBA) or International Business (BSIB) with a concentration in Leadership and Innovation Management, Team and Project Management or Human Resource Management, or an MBA. The faculty in the Department also work closely with the interdisciplinary majors in International Business and concentrations of Global Supply Chain Management and Entrepreneurship. Our faculty members are very active in research and publish in several leading journals such as Journal of International Business Studies, Journal of Management, Journal of Organizational Behavior, Human Relations, International Journal of Human Resource Management, Technovation, Strategic Management Journal, to name a few.

This position is subject to final budgetary approval.

The year 2025 could be a year in which humanity, many eco-systems and biological species, and business sectors could hit the point of no return. This book aims to address the intersection between business, society, biodiversity and technology by the year 2025. This book seeks to analyze the challenges and transformations required to be able to have sustainable businesses with a future orientation. This volume targets contributions to provide elements on current and potential social, demographic, technological, and managerial trends; the implications of the digital revolution in society and business; as well as the challenges of surviving, being sustainable and profitable. Furthermore, we seek to provide an understanding on business reasons to incorporate a future orientation in business strategy, and to facilitate understanding of the need for profound changes in individual behavior, culture of the organizations, public policy and business environments to adapt to the accelerated changes, and to manage business with orientation to the future.

Therefore, with this book, we seek to (i) present a collection of evidence and analysis of the implications of the digital revolution in society and business, and the challenges of surviving, being sustainable and profitable; (ii) identify potential social, demographic, technological, and managerial trends by 2025; (iii) understanding of the need for profound transformations in individuals, the culture of organizations and the environment to adapt to accelerated changes, and managing organizations with a focus on the future.

Topics for this volume include, but not limited to:

  • Connection between sustainability and digital transformation.
  • After the 2030 sustainable development agenda.
  • What has been said about the future in the past. The past history of the future.
  • Industry 5.0: What does really mean the human touch revolution?
  • Challenges for humanity after 2025.
  • Challenges for business after 2025.
  • Challenges for governments after 2025.
  • Ethical challenges in the year 2025.
  • The geopolitical evolution and demographic characteristics by the second half of the 21st century.
  • The future of the world economy.
  • Models of development after the digital revolution.
  • Uncertainty and sustainability for international business. 
  • Disruptive innovations and the challenges to sustainable and inclusive development.
  • New conceptions of development.
  • The future of production and consumption.
  • Survival, sustainability and profitability.
  • Business challenges for agile and exponential organizations.
  • The challenges of inclusion: How to deal with the excluded.
  • Diversity with diversity by 2025: the new different ones.
  • Speed ​​as a competitive advantage.
  • Leadership of the future.
  • Emerging organizational forms (such as B Corporations and others).
  • Extra-planetary business.
  • Challenges on renewable energy.
  • Considerations of human development and happiness by 2025.
  • Utopian views of the future.
  • Positive impacts for humanity and business of automation and robotics
  • Positive impacts for humanity and the planet of climate change.
  • Techno-humanitarianism.
  • Opportunity-exploration paradigm.
  • More human humans: sensitivity, compassion and connection.
  • Political forces shaping the future.
  • Climate related forces shaping the future.
  • What will happen to the sustainable development goals that are not met?

Important dates:

  • Submission deadline for chapter proposals, emailed to mgonza40@eafit.edu.co by May 10th 2019
  • Notification of acceptance/rejection of chapter proposals: May 21st, 2019.
  • Deadline for full chapter: October 10th2019
  • Notification of acceptance/rejection of chapter: November 30th, 2019.
  • Deadline for submission of revised chapters: January 30th, 2020.
  • Estimated date of publication: End of first semester 2020.

Guidelines:

  • Chapter Proposals: 250-500 words
  • It should contain provisional title
  • Author(s) information (name, affiliation, contact details)
  • Summary of chapter including main idea, preliminary conclusions, and list of reference.

Peer Reviewer Commitments:

  • Each accepted author must be willing to review several rounds of peer reviewed chapters by set deadlines during the October-November timeline.

Chapter:

Up to 10,000 words.

APA 6th manuscript formatting.

  • Accepted chapters will be compiled in a book, which will be published by Palgrave Macmillan.

Book Editors:

Seung Ho "Sam" Park

Dr. Park is Professor and President’s Chair in Strategy and International Business and Executive Director of the Center for Emerging Market Studies at Nanyang Technological University in Singapore. He was the Parkland Chair Professor of strategy and Director of the Center for Emerging Market Studies at CEIBS and the founding president of the Skolkovo-EY Institute for Emerging Market Studies and the Samsung Economic Research Institute China.

Maria Alejandra Gonzalez-Perez

Dr. Gonzalez-Perez (PhD, MBS, Psy) is Full Professor of Management at Universidad EAFIT (Colombia). She is the Chapter Chair for Latin America and the Caribbean at the Academy of International Business (AIB) (2018-2021). She is Member of the global council of the Sustainable Development Goal  number 1 (SDG 1: End Poverty) of the World Government Summit (WGS). Furthermore, Alejandra is a Research Partner at the Center for Emerging Market Studies at Nanyang Technological University in Singapore. 

Dinorà Floriani

Dinorá Eliete Floriani is the Director for Professional master’s in science (MsC) in Management and International Business, and coordinates the Master of Business Administration (MBA).  Dinorá is Full Professor of Internationalization Strategy at University of Vale do Itajaí (UNIVALI)–Brazil. Visiting Professor at University of Florence in Italy and Halmstad University in Sweden.  She has been served as Board Member of the Academy of International Business – Latin America and Caribbean Chapter 2018-2021 (AIB-LAT). 

Corresponding editor:

International Journal of Business and Management (IJBM) (ISSN Online: 2815-9330) cordially invites scholars, academicians, and researchers from all over the world to submit their unpublished original work for inclusion in our special issue “Business after pandemic” (Vol 2, No 1, 2023). Acceptable themes include, but are not limited to, the following: Accounting and Finance, International Business, Management Corporate Governance, Marketing, Supply Chain, Business Ethics, Corporate Governance, and Corporate Social Responsibility after pandemic. The International Journal of Business and Management (IJBM) (EISSN: 2815-9330) is a fully open access, peer-reviewed academic journal, published from New Zealand. We adhere to the highest scientific standards and follow a rigorous peer-review process. We welcome submissions from across the social sciences, economics and humanities disciplines. IJBM aims to publish rigorous theoretical, methodological, or empirical research associated with the areas of business and management including strategy, accounting, economics, finance, management, marketing, tourism, organisation, human resources, operations, supply chain, corporate social responsibility, and corporate governance. The journal aims to attract original knowledge based on academic rigour and of relevance for academics, researchers, professionals, and/or public decision-makers. As an open access journal, all articles will be immediately and permanently available for authors and readers to read, download, cite and share. You decide how readers distribute and copy your work through a choice of Creative Commons licenses. IJBM is published by OJS on behalf of International Emerging Scholars Society (IESS).The journal is owned by IESS and is published under a gold open access arrangement. There is no submission fee. Why publish in IJBM: Fully open access Rigorous peer-review process Fast publication: average peer review time within 8 weeks We are member of CrossRef. All papers get DOIs. Indexed in Google Scholar, BASE (Germany), ORCID, WorldCat, DORA Impact: affiliated with International Emerging Scholars Society (IESS) Research support for early career researchers and underrepresented populations 50% discount in joining the IESS Commitment to diversity and inclusion We are looking forward to receiving your unpublished manuscript at IJBM. Manuscripts are accepted on a continuous basis and there is no deadline for submission. If you are interested in submitting a manuscript, please submit your paper here https://iessociety.org/index.php/IJBM/about/submissions

International Journal of Business and Management (IJBM) (ISSN Online: 2815-9330) cordially invites scholars, academicians, and researchers from all over the world to submit their unpublished original work for inclusion in our special issue “Business after pandemic” (Vol 2, No 1, 2023).

Acceptable themes include, but are not limited to, the following: Accounting and Finance, International Business, Management Corporate Governance, Marketing, Supply Chain, Business Ethics, Corporate Governance, and Corporate Social Responsibility after pandemic.

The International Journal of Business and Management (IJBM) (ISSN Online: 2815-9330) is a fully open access, peer-reviewed academic journal. We adhere to the highest scientific standards and follow a rigorous peer-review process. We welcome submissions from across the social sciences, economics, and humanities disciplines. IJBM aims to publish rigorous theoretical, methodological, or empirical research associated with the areas of business and management including strategy, accounting, economics, finance, management, marketing, tourism, organisation, human resources, operations, supply chain, corporate social responsibility, and corporate governance. The journal aims to attract original knowledge based on academic rigour and of relevance for academics, researchers, professionals, and/or public decision-makers. IJBM is published by OJS system and supported by International Emerging Scholars Society (IESS).

There is no submission fee.

Why publish in IJBM: Fully open access Rigorous peer-review process

Fast publication: average peer review time within 8 weeks

Impact: affiliated with International Emerging Scholars Society (IESS) Support for early career researchers and underrepresented populations Commitment to diversity and inclusion

Editor in Chief: Prof. Zhongqian Liu Editor-in-chief@iessociety.org

Associate Editor: Dr. Scott Johnson editor@iessociety.com

INTRODUCTION TO THE THEME:

Multinational entreprises (MNEs) experienced ‘golden days’ during the 1990s and 2000s, they expanded globally and were major players in globalization. Today they have become powerful actors in the global economy. CEOs of international businesses are welcomed by heads of state as their counterparts, they are invited by governments to help solve global issues such as climate change and poverty, and they are facing dilemmas comparable to those of other international actors.

However, MNEs are facing global legitimacy challenges. They are suspected of tax avoidance, using low wage countries for corporate benefits only, disrespecting privacy regulations, abusing consumer data, violating local community rights, exploiting natural resources, ignoring basic human rights, and employing too many lobbyists targeting national and international political decision-making processes for their own corporate interests.

Although many of these challenges are not new, they have resurfaced and become more apparent during the past couple of years, partly due to the economic recession that many developed economies have faced and to the broader awareness of increasing global inequality and the importance of sustainability.

BUSINESS DIPLOMACY

Business diplomacy seems to be more relevant than ever to deal with these challenges. Business diplomacy involves developing strategies for long-term, positive relationship building with governments, local communities, and interest groups, aiming to establish and sustain legitimacy and to mitigate the risks arising from all non-commercial or exogenous factors in the global business environment.

Business diplomacy is different from lobbying or strategic political activity; it implies an (strategic / holistic) approach of an international business to look at itself as an actor in the international diplomatic arena. Representation, communication and negotiation are key in such an approach.

One of the consequences is that MNEs are able to operate in and show respect for an international business environment that consists of multiple stakeholders. This demands a strategic perspective and vision on the sector and the business environments in which the company wants to operate, and requires a specific set of instruments, skills and competences.

Doing business internationally means facing a complex international business environment; global companies, large, medium or small, need to manage and ‘survive’ in a rapidly changing political and economic business environment that requires them to interact with multiple stakeholders such as host governments and NGOs. To operate successfully among all these complexities, international business will need to develop business diplomacy competences and knowhow more than before.

Yet not many international companies recognize the importance of business diplomacy. Instead of training their managers in business diplomacy, most multinational corporations (MNCs) hire political diplomats and rely on their experience in managing complex relationships with host governments. MNCs need to anticipate stakeholder conflicts, communicate with non-business pressure and interest associations, influence host-government decision-making and maintain constructive relations with external constituencies. Therefore, they cannot rely on advisors only, but should develop their own business diplomacy competences.

It is argued that by engaging in business diplomacy, corporations can increase their power and legitimacy. Firms that are involved in business diplomacy have chosen to satisfy a social public demand rather than only a market demand. Scholars emphasize that it is important for modern corporations to respond to the expectations of various stakeholders in order to obtain a “license to operate”, and therefore the importance of enacting business diplomacy in today’s business environment is stressed.

In the international management literature the term business diplomacy is not widely recognized and has received (too) little scholarly attention.

AIM OF THE BOOK

This book aims at shaping the debate on business diplomacy in multinational corporations (MNCs). It will deal with questions such as:

What exactly is business diplomacy?

How is business diplomacy in MNCs related to (political) corporate diplomacy?

To what extent do MNCs engage in business diplomacy and how?

How can business diplomacy help to deal with the global legitimacy challenges that MNCs face?

What strategies, tactics and instruments in enacting business diplomacy?

Which existing theories can be applied to understand the international business-as-an-diplomatic actor perspective?

New theory development to understand business diplomacy, and what are directions for research on business diplomacy?

Specific topics that chapters can address:

International Business and global legitimacy challenges

International Business, Business diplomacy and the OECD guidelines

International Business, Business diplomacy and mitigating risks

International Business, Business diplomacy and sustainable development

International Business, Business diplomacy and the impact and potential of digitalization

International Business, Business diplomacy and fragile states

International Business as international political actors

MNEs, business diplomacy and tax avoidance schemes

International Business, business diplomacy and ethical dilemmas

EDITOR: Huub Ruël, Phd – Professor of International Business – Windesheim University of Applied Sciences (The Netherlands).

EDITORIAL TEAM: Raymond Saner (CSEND, Diplomacydialogue, University of Basl, Science Po (Paris)), Jan Melissen (Netherlands Institute for International Relations Clingendael, University of Antwerp), Shaun Riordan (Netherlands Institute for International Relations Clingendael), Donna Lee (University of Bradford), Doudou Sidibe (Novancia Business School, Paris), Jennifer Kestelyn (Ghent University).

SUBMISSIONS:

Submissions to this new book in the Emerald Advanced Series in Management are welcomed.

Submission deadline of draft chapters/extended chapter proposals: November 15th 2015

Acceptance notification: December 15th 2015

Full chapter submission: January 31th 2016

Authors must follow the author guidelines of the Emerald Advanced Series in Management.

Send submissions to: hjm.ruel@windesheim.nl or h.j.m.ruel@utwente.nl

Business groups are prevalent in both developed and emerging markets (Ghemawat & Khanna, 1998) and constitute the dominant organizational form in many emerging markets (Chung & Luo, 2008; Khanna & Rivkin, 2001). Scholars have utilized multiple theoretical perspectives, including institutional economics, sociology and resource-based view to define, characterize and comprehend business groups. Business groups play an important role in emerging markets by filling institutional voids and creating their own internal capital, labor and product markets (Khanna & Palepu, 2000a). There are important differences between group affiliated and unaffiliated firms in emerging economies, in terms of their underlying resource base and embeddedness in the institutional and social fabric of the local market. To add to this complexity, institutional environments in emerging economies are constantly evolving and thereby impacting strategy, particularly of organizations such as business groups that are highly embedded in the domestic context (Hoskisson, Eden, Lau, & Wright, 2000; Hoskisson, Wright, Filatotchev, & Peng, 2013). Internationalization of business group firms under such tumultuous conditions presents a rich context for advancing internationalization theory and, in particular, contributing to a better understanding of the strategic adaptation of emerging market firms.

The extant literature on business group has primarily focused on how groups as a whole and/or firms affiliated to groups perform in their home countries (e.g. Chacar & Vissa, 2005; Chang, Chung, & Mahmood, 2006; Douma, George, & Kabir, 2006; Khanna & Palepu, 2000a; 2000b; Khanna & Rivkin, 2001). There are only a few studies that have explored the impact that affiliation to a business group has on the degree of internationalization of the focal firm, and present inconclusive findings (e.g. Chang, 1995; Kim, Kim, & Hoskisson, 2010). Examining not only institutional differences but also factor market difference between home and host countries also seems to matter with regard to internationalization from emerging economies (Kim, Hoskisson, & Lee, 2014). In the wake of the recent widespread and accelerated internationalization of emerging market firms, including many that are affiliated to larger business groups, the internationalization of business group affiliated firms warrants a deeper and systematic investigation from a variety of theoretical and empirical approaches.

As emerging economies develop and become mid-range economies (Hoskisson, et al., 2013), how does this change the nature of business groups and their internationalization strategies. Do they restructure their portfolios as transaction cost theory would imply (Hoskisson, Johnson, Tihanyi, & White, 2005)? Do they substitute domestic product diversification for more internationalization (Meyer, 2006)? How are they structured and governed differently (Chittoor, Kale, Puranam, 2014) as the country settings change and as they pursue increased innovation and internationalization (Yiu, Hoskisson, Bruton, Lu, 2014)? How does government ownership influence their corporate and internationalization strategies (White, Hoskisson, Yiu, & Bruton, 2008)?

Many studies simply use dummies to distinguish group affiliates from independent firms. This approach assumes all affiliates benefit equally, which is questionable due to differences in value capture.  For example, research shows that affiliate firms differ in their ability to capture benefits from internationalization; in this study more powerful group firms benefit from internationalization compared to less powerful affiliates (Wan, Hoskisson, & Kim, 2004). However, we have limited understanding of differences in power and of value capture among affiliates because few scholars examine heterogeneity among group affiliates.

The special issue solicits scholarly contributions that provide a finer-grained analysis of the internationalization of business group affiliated firms from emerging markets, encapsulating the unique attributes of business groups as well as that of the institutional and cultural contexts where they prosper. The following is an illustrative list of questions:

  1. How is the efficacy of business groups affected due to the rapidly changing institutional environment in EEs?
  2. Business groups are social structures deeply embedded in the broader institutional environment of EEs. How does this embeddnesses affect the internationalization propensity of their affiliates?
  3. What are the similarities and differences between business groups from different emerging economies as well as developed economies and how do these similarities/differences affect their internationalization behavior?
  4. How are business groups organized and managed differently in different country institutional and factor market settings? What organizational transformation are business groups undergoing to respond to the changes in the external institutional environment?
  5. What are the unique resources and capabilities of business groups? How do these capabilities help group affiliated firms in internationalization?
  6. Are the advantages and/or disadvantages of affiliation to business group context-dependent?  How do individual business affiliate firms benefit more or less from group affiliation?
  7. Do advantages and/or disadvantages transfer to foreign markets when EE firms internationalize their operations?
  8. How do business groups extend their group like structure in foreign markets?
  9. How does the presence of a business group in an industry affect the industry-wide innovation and internationalization?
  10. How do the foreign market entry modes different between group affiliated and unaffiliated firms?

We encourage potential contributors to examine the internationalization of business groups from different theoretical perspectives and empirical approaches, including multi-level models and case studies.  Authors should not merely be testing the existing theories in the context of business groups, but make use of the novel context to develop new theories and explanations, and thereby enrich our understanding of firm internationalization behavior in general, and of business group internationalization behavior in particular.

Submission Process:

By March 1, 2015 all manuscripts should be submitted using the online 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: Business Groups' when they reach the "Article Type" step in the submission 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 any of the following guest editors:

Ajai Gaur, Rutgers University, USA ajai@business.rutgers.edu

Jane Lu, University of Melbourne, Australia jane.lu@unimelb.edu.au

Vikas Kumar, University of Sydney, Australia vikas.kumar@sydney.edu.au

Robert E. Hoskisson, Rice University robert.hoskisson@rice.edu

References

Chacar, A., & Vissa, B. (2005). Are emerging economies less efficient? Performance persistence and the impact of business group affiliation. Strategic Management Journal, 26(10): 933-946.

Chang, S.J. (1995). International expansion strategy of Japanese firms: capability building through sequential entry.  Academy of Management Journal, 38(2): 383-407.

Chang, S., Chung, C., & Mahmood, I.P. (2006). When and how does business group affiliation promote firm innovation? A tale of two emerging economies. Organization Science, 17(5): 637-656.

Chittoor, R., Kale, P., & Puranam, P. (2014). Business groups in developing capital markets:  Towards a complementarity perspective.  Strategic Management Journal, forthcoming.

Chung, C., & Luo, X. (2008). Human agents, contexts, and institutional change: the decline of family in the leadership of business groups. Organization Science, 19(1): 124-142.

Douma, S., George, R., & Kabir, R. (2006). Foreign and domestic ownership, business groups, and firm performance: evidence from a large emerging market. Strategic Management Journal, 27(7): 637-657.

Ghemawat, P., & Khanna, T. (1998). The nature of diversified business groups: a research design and two case studies.  Journal of Industrial Economics, 46(1): 35-61.

Hoskisson, R.E., Eden, L., Lau, C.-M., & Wright, M. 2000. Strategy in emerging economies. Academy of Management Journal, 43: 249-267.

Hoskisson, R. E., Johnson, R. A., Tihanyi, L. & White, R. E. (2005). Diversified business groups and corporate refocusing in emerging economies. Journal of Management, 31: 941-965.

Hoskisson, R.E., Wright, M., Filatotchev, I., Peng, M. (2013). Emerging multinationals from mid-range economies: The influence of institutions and factor markets. Journal of Management Studies, 50(7): 1295-1321.

Khanna, T., & Palepu, K. (2000a). Is group affiliation profitable in emerging markets? An analysis of diversified Indian business groups. Journal of Finance, 55(2): 867-891.

Khanna, T., & Palepu, K. (2000b). The future of business groups in emerging markets: long-run evidence from Chile. Academy of Management Journal, 43(3): 268-285.

Khanna, T., & Rivkin, J.W. (2001). Estimating the performance effects of business groups in emerging markets. Strategic Management Journal, 22(1): 45-74.

Kim, H., Hoskisson, R.E., & Lee, S.-H. (2014). Why strategic factor markets matter: 'New' multinationals' geographic diversification and firm profitability. Strategic Management Journal, Forthcoming.

Kim, H., Kim, H., & Hoskisson, R.E. (2010). Does market-oriented institutional change in an emerging economy make business-group-affiliated multinationals perform better? An institution based view. Journal of International Business Studies, 41: 1141-1160.

Meyer, K.E. (2006). Globalfocusing: From domestic conglomerate to global specialist. Journal of Management Studies, 43(5): 1109-1144.

Kim, H., Hoskisson, R. E. & Wan, W. P. 2004. Power dependence, diversification strategy and performance in keiretsu member firms, Strategic Management Journal, 25: 613-636.

White, R. E., Hoskisson, R. E., Yiu, D. & Bruton, G. (2008). Employment and market innovation in Chinese business group-affiliated firms: The role of group control systems, Management and Organization Review, 4: 225-256.

Yiu, D. Hoskisson, R. E., Bruton, G. & Lu, Y. (2014). Dueling institutional logics and the effect on strategic entrepreneurship in Chinese business groups. Strategic Entrepreneurship Journal, 8(3): 195-213.

During the past three decades, the world has witnessed China’s rise from an underdeveloped country to the third largest economic power. Business leaders have taken a crucial role in developing the firms during this period, which constitutes the most powerful driving force for the rapid growth of the Chinese economy. While business leaders have made significant contributions to China’s economic and societal development via their unprecedented achievements, scholars have not systematically examined their leadership practices and, thus, have not developed rigorous theories to explain these practices. Among the vast amounts of literature on leadership, very few are on business leadership in the Chinese context. Researchers, educators, and practitioners are all aware that the Western-based leadership theories are not completely sufficient to understand the rich and unique leadership phenomenon in the Chinese context. To fully understand the miracle of the Chinese economy, it is essential to identify the unique issues in business leadership in the Chinese context.

The purpose of this special issue is to examine leadership in organizations at different levels, in different domains, or from different perspectives aimed at offering valuable insights into the organizational leadership phenomenon in Greater China. We intend to advance leadership research in the Chinese context, to improve leadership practices, and to add novel knowledge to global leadership literature.

China’s distinctive political, social and cultural environments have been regarded as the major factors breeding the leadership styles in Chinese business organizations. In addition, the unique characteristics of Chinese firms, which have been evolving in a transitional era, also play a major role in shaping the special leadership patterns in Chinese organizations. In the early state, leaders had to make arduous efforts to build legitimacy and to protect themselves in various ways such as registering a private firm as a collective one or getting a ‘red hat’ by registering a firm as a subsidiary or supplemental unit of a State-Owned Enterprise. Some business leaders skillfully adapted themselves to the changing environments and led their companies successfully.

Starting from the late 1990s and, in particular, after China became a member of the World Trade Organization (WTO), the Chinese government has opened its market to the outside world in almost all business sectors. In the domestic market, Chinese firms have to fiercely compete with strong foreign companies, many of which are multinational giants. Pessimists predicted that Chinese firms were not ready and would be overwhelmed by their international counterparts. However, many Chinese firms have not only survived, but also gained advantages in competing with foreign firms. Some Chinese firms have not only dominated the domestic market, but also started to share the international markets with multinational companies. While we can attribute the success of Chinese firms to different factors, we have no doubt that business leadership plays a crucial role in achieving such performance.

In this special issue, we seek manuscripts investigating leadership practices in Greater China and offering theories to understand these practices, which may present conceptualizations or/and findings that differ from, if not challenge, Western-imported theories. We expect this special issue to enrich our understanding of business leadership in the dynamic Chinese context by producing meaningful and valid knowledge. We highlight a Chinese perspective in examining business leadership in China. Broadly, any study that incorporates the Chinese context and offers conceptual and theoretical explanations on business leadership in the Chinese context is welcome. We invite submissions that either modify or extend the well-accepted leadership theories or develop innovative theories based on grounded/inductive approaches. We invite submissions that conduct rigorous research using either qualitative (case study, interview, grounded theory, or ethnographic methods, etc.) or quantitative approaches (survey, laboratory experiment, analyzing archival data, etc.). Purely conceptual papers are also welcome. You are encouraged to identify and choose meaningful and important problems based on your keen observation, your in-depth knowledge, or your astute analysis of business leadership and related phenomena in the Chinese context.

Submissions could address, but are not limited to, the following topics:

  • The evolving pattern of leadership in Chinese business organizations;
  • Business leadership in the transitional era in China;
  • The characteristics of Chinese business leadership;
  • Indigenous models of Chinese business leadership and their functioning mechanisms;
  • Cultural and social antecedents of leadership;
  • Economic and social consequences of Chinese business leadership;
  • Implicit theories of Chinese leadership;
  • Leader-member exchange (LMX) in Chinese societies;
  • Business leadership and team dynamics;
  • The nature of transformational leadership in Chinese organizations;
  • Newly emerging leadership styles (e.g., authentic leadership, servant leadership, and ethical leadership, etc.) in the Chinese context;
  • Multiple intelligences (e.g., emotional intelligence, cultural intelligence) and business leadership in Chinese societies
  • Cross-cultural and comparative studies of business leadership
  • The similarity and diversity of business leadership in different Chinese societies (including mainland China, Taiwan, Singapore, and Hong Kong )
  • Cross-level business leadership.

Developing countries and emerging markets have one of the fastest growth rates due to the advancement in technology, rise in global investments, and changes in consumer culture. Therefore, the knowledge translations and technology transfers from advanced countries to emerging markets and vice-versa are of essence. The advanced countries need access to the markets of emerging markets, and the emerging markets need the technology and investments, among others, from advanced countries. It is a win-win situation. In this context, the Academy of Business and Emerging Markets (ABEM) Conference in association with World Scientific Publisher invites book chapters that are based on thought-provoking topics yet theoretically sound and empirically testable. Controversial or debatable topics in the context of Business, Government and Community in emerging markets are particularly invited for the edited book entitled Business Practices, Growth and Economic Policies in Emerging Markets. Case studies are not suitable for this book.

Publication Schedule

Chapters due: Sept 30, 2019

Reviewers’ comments: Dec 30, 2019

Revised chapters due: Mar 30, 2020

Camera-ready copy: June 30, 2020

Submissions

Initial submissions should be sent in Word document using Times New Roman Font Size 12, 1″ margin and double-spaced, and must include: (1) Cover page with title of the study, five keywords, author name(s), title, affiliation, full address, contact no and e-mail; and, (2) First page with the title, an abstract between 150-200 words, followed by body of the paper between 5,000 and 6,000 words including Tables (3 max), Figures (2 max) and References (APA style). No appendices. Please avoid footnotes.

Submissions should be sent to Dr. Luis Camacho (luis.camacho@esc.edu) and Dr. Satyendra Singh (s.singh@uwinnipeg.ca)

You may forward any inquiries to Dr. Luis Camacho (luis.camacho@esc.edu )

World Scientific Publisher, Singapore

Editors:

Dr. Luis. Camacho, SUNY Empire State College, New York, USA

Dr. Satyendra Singh, University of Winnipeg, Canada

Deadline: Oct. 15, 2019

Developing countries and emerging markets have one of the fastest growth rates due to the advancement in technology, rise in global investments, and changes in consumer culture. Therefore, the knowledge translations and technology transfers from advanced countries to emerging markets and vice-versa are of essence. The advanced countries need access to the markets of emerging markets, and the emerging markets need the technology and investments, among others, from advanced countries. It is a win-win situation. In this context, the Academy of Business and Emerging Markets (ABEM) Conference in association with the World Scientific Publisherinvites book chapters that are based on thought-provoking topics yet theoretically sound and empirically testable. Controversial or debatable topics in the context of Business, Government and Community in emerging markets are particularly invited for the edited book entitled Business Practices, Growth and Economic Policies in Emerging Markets. Case studies are not suitable for this book.

 

Publication Schedule

Chapters due: Oct. 15, 2019

Reviewers’ comments: Dec 30, 2019

Revised chapters due: Mar 30, 2020

Camera-ready copy: June 30, 2020

 

Submissions

Initial submissions should be sent in Word document using Times New Roman Font Size 12, 1″ margin and double-spaced, and must include: (1) Cover page with title of the study, five keywords, author name(s), title, affiliation, full address, contact no and e-mail; and, (2) First page with the title, an abstract between 150-200 words, followed by body of the paper between 5,000 and 6,000 words including Tables (3 max), Figures (2 max) and References (APA style). No appendices. Please avoid footnotes.

Submissions should be sent to Dr. Luis Camacho (luis.camacho@esc.edu) and Dr. Satyendra Singh (s.singh@uwinnipeg.ca)

You may forward any inquiries to Dr. Luis Camacho (luis.camacho@esc.edu )

Cultural Experiences Abroad's (CEA) study abroad programs allow students to study business and economics in multiple international settings like Italy, France, Czechia, and China. The site offers information on curriculum programs, internships, and business courses.

This special issue of Business and Society aims to contribute to the development of theoretical and empirical insights on the role of business in African countries, in the context of the important environmental, social and governance challenges faced by the Continent. The need for knowledge to help further sustainable development, in an equitable and accountable way, makes a better understanding of business in Africa particularly urgent, especially considering the relative lack of research published on these themes in management and organization journals. To address the specific situation in African countries, existing theories and frameworks may need to be extended, adjusted or replaced by approaches that could have implications beyond the continent. Conversely, current paradigms may be directly applicable to the African context as such, but data limitations may require methodological adaptations.

While environmental and social issues exist across the globe, leading to a thriving literature on a range of topics, Africa seems to accumulate both major environmental problems and social problems. Environmental problems include, among others, the effects of global warming and climate variability, pollution, the loss of biodiversity, deforestation and desertification, which affect the availability of land and food. Compounding environmental issues, social problems are also prevalent throughout the African continent. The World Bank’s ranked 26 African countries among the 30 poorest countries in the world in GDP (PPP) in 2009 and the UN’s Economic Commission for Africa shows at best mixed results in the progress towards achieving the Millennium Development Goals by 2015, sharply contrasting with other continents, such as Asia or Latin America. Poverty, human rights violations, health problems and lack of social security are coupled with often weak governance, corruption and conflict. While the number of wars across the continent has decreased since the 1990s, some countries still face conflict or continue to show worrying signs of political instability. At the same time, African countries exhibit strong and resilient economic growth in spite of the global economic crisis, with a continent-wide forecasted growth of 5.3% for 2011, according to the International Monetary Fund, and huge potential and promising economic developments have been noted.

Yet, in spite of the scale and importance of the environmental and social issues in Africa, and in spite of the sustained economic growth that the continent has experienced for a decade, very few published papers in mainstream management journals use African data. A literature search for published papers on Africa in leading management journals yielded a total of twenty-seven published papers, of which only seven were published in the last decade. Among African countries, South Africa in particular, and to a lesser extent Nigeria, receives attention. This same pattern is found for more specific outlets on corporate social responsibility, sustainability and business ethics, in which South Africa is also a main focus, followed by Nigeria (Kolk & Lenfant, 2010; Visser, 2006). In international business and management, overview articles on the “state of the art” in corporate (social) responsibility and sustainable development showed a serious lack of attention for Africa as well (Egri & Ralston, 2008; Kolk & Van Tulder, 2010). Egri and Ralston (2008, p. 325) noted that “it is particularly troubling that there has been relatively little on-the-ground corporate responsibility research in countries where the need for corporate responsibility is most pressing due to greater poverty, environmental degradation, and institutional governance issues”. Remarkably, even in research on the base/bottom of the pyramid most of the cases and examples stem from India and other emerging economies, leaving the African relatively understudied, as shown in a recent article on a decade of BOP article (Kolk, Rivera-Santos, & Rufín, forthcoming).

We believe that this dearth of studies uncovers two distinct issues. First, while emerging countries such as China or India have recently become relatively common empirical settings in management studies, Africa may simply not always be on the radar as a place to conduct research. Second, conducting research in Africa creates specific challenges, which stem directly from the social, environmental and governance problems mentioned above, coupled with complexities related to linguistic, security, cultural and/or political issues. This particularly affects the possibility to collect empirical data in the absence of large-scale databases. While scholars start to better recognize the implications of conducting research in nontraditional contexts (Kriauciunas et al., 2011), the challenges associated with data collection in contexts characterized by high levels of poverty, conflict and poor governance may seem daunting to many researchers.

With a goal of putting Africa on the scholarly map, this special issue aims to publish papers on business, society and environment in the African context. We welcome innovative papers, both conceptual and empirical, both qualitative and quantitative, with a focus on or data from the African continent. The possible topic list covers the whole range of environmental, social and governance issues mentioned above. The special issue is open to papers from different theoretical backgrounds and academic disciplines as long as it relates to the business and society domain in line with the overall focus of the journal.

Submission guidelines

All paper submissions should conform to Business & Society’s standard guidelines for authors, details of which can be found at the B&S website: http://bas.sagepub.com

Questions about the special issue can be directed at the guest editors via e-mail:

akolk@uva.nl (Ans Kolk) or mrivera@babson.edu (Miguel Rivera-Santos)

Deadline: Manuscripts must be received by 1 December 2013, and should be sent to mrivera@babson.edu.

References

Egri, C. P., & Ralston, D. A. (2008). Corporate responsibility: A review of international management research from 1998 to 2007. Journal of International Management, 14, 319-339.

Kolk, A., & Lenfant, F. (2010). MNC reporting on CSR and conflict in Central Africa. Journal of Business Ethics, 93, 241-255.

Kolk, A., Rivera-Santos, M., & C. Rufín (Forthcoming). Reviewing a decade of research on the “Base/Bottom of the Pyramid” concept. Business & Society.

Kolk, A., & Van Tulder, R. (2010). International business, corporate social responsibility and sustainable development. International Business Review, 19(2), 119-125.

Kriauciunas, A., Parmigiani, A., & Rivera-Santos, M. (2011). Leaving our comfort zone: Integrating established practices with unique adaptations to conduct survey-based strategy research in non-traditional contexts. Strategic Management Journal, 32, 994-1010.

Visser, W. (2006). Research on corporate citizenship in Africa: A ten-year review (1995-2005). In W. Visser, M. McIntosh and C. Middleton (Eds.), Corporate citizenship in Africa: Lessons from the past; paths to the future. Sheffield: Greenleaf Publishing.

Introduction: Increasing importance of India in the global economy

India, considered to be an emerging market, is also a prominent BRIC country (Brazil, Russia, India and China), and fast becoming the hub of global economy today. Matloff (2004) cites a Gartner study according to which, 25 percent of all U.S. IT jobs will be offshored by 2010, from 5 percent today. It is likely that most of these offshored jobs will land up in India. Some industry pundits predict that like the Japanese ziabatsu, and the South Korean chaebols, India too may have its share of successful giants that accelerate her economic growth. Sheth and Sisodia (2006) in their path-breaking book, Tectonic Shift: The Geoeconomic Realignment of Globalizing Markets foresee the world to get fragmented into three main regional trading blocks: the European/African bloc, the Asian Bloc with China and Japan as its center, and the US/North American bloc with US and India as allies.

Learning from innovative Indian business-to-business market management practices

In such a business environment, new and innovative business marketing practices are required. One of the most successful examples of innovative business marketing practices is that of India’s largest private sector steel manufacturer, Tata Steel, which was the first company to go for intermediate branding, and a co-branding with its suppliers. Tata Steel, using such innovative marketing processes, has decommoditized steel in India. Similarly, Tata Steel’s joint venture with India’s largest public sector steel giant, Steel authority of India (SAIL) has launched an e-sourcing initiative called www.metaljunction.com which is the largest B2B e-commerce platform in India. This joint venture also started an e-selling initiative that facilitated dis-intermediation, collecting statutory sales tax documents and receivables from buyers, and on its way to become a full-fledged KPO outfit, providing complete order generation and fulfillment services for the sales chain.

The promise of the India-focused special issue of JBIM

New B2B marketing practices should engender new B2B marketing theories, which while originating from Indian practice and context, are expected to have wider applicability and relevance. Most B2B Marketing literature presents theories and models that are grounded in B2B marketing practices in developed countries, which are characterized by mature markets. Very little research has been carried out on the issues and challenges facing B2B marketers in different sectors in India. Many sectors are growing rapidly, taking up important positions in the global context as well.
This special India-focused issue of JBIM seeks to focus on intriguing practices and resulting theory relating to the B2B Marketing and Sales in some of the key industries in India.

Indicative coverage of the India-focused special issue of JBIM

Contributions to this special issue should fulfill one or more of the following conditions:

* Papers could be from both academics and practitioners in B2B Marketing & Sales
* Papers that take an interdisciplinary perspective in understanding B2B Marketing & Sales in India
* Papers presenting new theories or research about B2B Marketing and Sales practice in the Indian context
* Papers covering any type of research paradigm including case studies, qualitative and quantitative analysis, conceptual and empirical research
* Papers presenting rigorously validated qualitative studies that build new theories or provide a “really fresh perspective” in B2B Marketing and Sales that are relevant for India
* Papers presenting case studies of not so celebrated firms in India, that showcase innovative Marketing & Sales practices

Papers that will not be appropriate for the special issue are:

* Papers that are mere replication studies and/or based on validating extant theories in the Indian context.
* Teaching cases.

Indicative list of topics for developing the papers

An indicative, though not exhaustive, list of suggested topics that would be suitable for this special issue would include:

* Understanding and managing value in the B2B context in India
* Managing Buyer-Seller relationships in the Indian market
* Driving efficiency and effectiveness in B2B selling processes in India
* Customer-centricity in B2B marketing processes in India
* Role of buying centers in Indian B2B firms
* Intermediate branding in India
* Pricing Issues in B2B buyer-seller relationships
* Role of supply-chain and logistics in B2B marketing in India
* Outsourcing/offshoring to India
* Co-creation of value with B2B customers in India
* Innovation and new product development for B2B customers in India
* Segmentation practices in Indian B2B markets
* Sales-Marketing interface issues in industrial firms
* Market orientation of B2B firms in India
* Ethics in B2B marketing and sales
* Green marketing of B2B products and services
* Influence of culture on B2B marketing
* Tendering and purchasing processes in India
* Online B2B marketing practices and innovations

Additional dimensions that the paper should address

All contributions should have the following sections, in addition to the specific
content of the paper:

1. A section highlighting managerial implications, based on results from the application of the theories being presented.

2. For the key ideas presented, a section explaining the relevance/applicability to a broader audience of practitioners/academics in other parts of the world.

Process for the submission of papers:

Papers submitted must not have been published, accepted for publication, or presently be under consideration for publication with any other journal. Submissions should be approximately 6,000-8,000 words in length. Submissions to the Journal of Business & Industrial Marketing must be made using the Scholar One Manuscript Central system. For more details, please visit www.emeraldinsight.com/jbim.htm and consult the author guidelines.

A separate title page must be uploaded containing the title, author/s, and contact information for the author(s). Suitable articles will be subjected to a double-blind review. Hence authors should not identify themselves in the body of the paper.

Deadlines for various stages of processing the papers are:

Submission of first draft of paper: 31 December 2009.
First review results: 31 March 2010.
Submission of revised manuscripts (as applicable): 31 May 2010.
Second review results (as applicable): 31 July 2010.
Submission of accepted manuscripts in final form: 31 August 2010.
Special issue expected: late 2010 or early 2011.

Please address all communication to the special issue Guest Editors:

D.V.R. Seshadri, Visiting Faculty – Marketing Area, Indian Institute of Management
Bangalore, Bannerghatta Road, Bangalore 560076, India
E-mail: dvrs@iimb.ernet.in

Or

Ramendra Singh, Doctoral Candidate (Marketing), Indian Institute of Management
Ahmedabad, IIM Ahmedabad, Vastrapur, Ahmedabad 380015, India
E-mail: ramendras@iimahd.ernet.in

References

Matloff, N. (2004), “Globalization and the American IT Worker,” Communications of the ACM, 47(11), 27-29.

Sheth, Jagdish N., and Rajendra S.Sisodia (2006), Tectonic Shift: The Geoeconomic Realignment of Globalizing Markets, Response Books; Sage Publications, New Delhi.

Instructor Position in Organizational Behavior / International Business College of Business Butler University.

Indianapolis, Indiana BUTLER UNIVERSITY seeks applications for a one year instructor position that largely will be devoted to teaching in the College’s management program. The position starts August 2013 and requires a 12 credit hour teaching load per semester. The primary disciplines for the position are organizational behavior and international or cross-cultural business. Individuals with an ability to teach organizational behavior and international business at the undergraduate and graduate levels, and introduction to business at the undergraduate level are especially encouraged to apply.

The preferred candidate should have a masters degree and be qualified to teach in the undergraduate program Candidates with qualifications over and above the masters degree, may be eligible to teach in the graduate program. Candidates must provide evidence that they will be excellent teachers, committed to working with a diverse population of students. They must also show that they are prepared for potential interaction with the business community.

Fully accredited by AACSB-International, the College of Business enjoys the distinction of having top 50 ranked programs for both the undergraduates program of 800 full-time students, and part-time MBA program of nearly 300 students. It also has a growing Master of Professional Accounting (MPA) program. A vibrant university, Butler is committed to providing personalized liberal and professional education to 4,000 undergraduate and 500 graduate students in its six colleges (Business, Liberal Arts and Sciences, Communication, Pharmacy and Health Sciences, Education, and Arts). Extensive internship and service opportunities are made possible by Butler’s location five miles from downtown Indianapolis, the twelfth largest city in the United States. Learn more about Indianapolis at www.indy.org.

Butler is committed to developing a diverse pool of applicants and encourages the application and nomination of women and people of color. Compensation and support are competitive. Letters of interest should include a curriculum vitae and names of three references. Review will begin immediately and continue until the position is filled. We require all applications to be submitted electronically and addressed to: Craig B. Caldwell, Department Chair – Marketing & Management College of Business Butler University E-mail: ccaldwel@butler.edu

B.S. in Business Administration with a concentration in International Business

California State University-Fullerton is seeking nominations and applications for the position of Associate Vice President for Business and Administrative Services.

The starting date for the position will be late spring or early summer of 2015.

Founded in 1957 by act of the California Legislature, CSU Fullerton is “a comprehensive, regional university with a global outlook.” It is one of five universities cited by the Education Trust as most affordable and accessible with a 56% six year graduation rate. It is located in Fullerton, California, a community of approximately 130,000 people, located 30 miles Southeast of Los Angeles. There were 34,467, including over 1,000 international students from 80 nations, enrolled in spring 2012, the majority of whom live in Orange County. Classes are offered on the main campus, the CSUF Irvine Campus, and online. In addition, University Extended Education offers extension courses throughout the year.

The Associate Vice President for Business and Administrative Services (AVP-BAS) is responsible for providing oversight and guidance to the business and administrative support units within the Division. The major units reporting to the AVP-BAS include: University Controller, Accounting Services and Financial Reporting, Accounts Payable, Contracts & Procurement, Student Financial Services, Tax Compliance, Travel Operations, Financial Systems and Reporting, Parking & Transportation Services, and A&F Information Technology.

The operating budget for the entire unit is $17.6m with a staff of 91 FTE. The AVP-BAS oversees the technology needs of the division and is the primary liaison person to campus technology units. The position serves as a senior advisor and a key member of the Vice President’s Senior Leadership Team. This position may serve as Acting Vice President in the absence of the Vice President.

The successful candidate will possess a Bachelor’s Degree from an accredited institution of higher education with a minimum of eight years progressive experience in a senior level financial and management position in an institution of higher education. They must show demonstrated experience in building and advocating for efficient business processes and systems and have knowledge of federal business and financial regulations. A desired qualification is a Master’s Degree in Business or Public Administration or a CPA from an accredited institution of higher education. The search is being assisted by Academic Search, Inc.

A complete position description, including requirements for the position can be found at http://www.academic-search.com under current searches. Applications should consist of curriculum vitae, a cover letter addressing required and preferred qualifications, and a list of at least five references with contact information. None of the references will be contacted without explicit permission from the applicant. All application materials should be sent by email in Word or .pdf format. Nominations or applications should be sent to CSUFAVPBusiness@academic-search.com.

For best consideration, applicants are encouraged to submit their applications no later than January 12th, 2015. Nominators or prospective candidates may make inquiries to Academic Search, Inc. senior consultant, Ms. Jacqueline Woods, Jacqueline.Woods@academic-search.com or her research associate, Shally Wise, sw@academic-search.com.

California State University, Fullerton celebrates all forms of diversity and is deeply committed to fostering an inclusive environment within which students, staff, administrators and faculty thrive. Individuals interested in advancing the University’s strategic diversity goals are strongly encouraged to apply. Reasonable accommodations will be provided for qualified applicants with disabilities who self-disclose.

Tenure-Track Faculty Opening RECRUITMENT # 2024 POSITION: Assistant/Associate Professor (Strategic Management, Organization Theory, Entrepreneurship, and/or General Management-with emphasis in Strategic Management subjects).

EFFECTIVE DATE: August 18, 2014 (Fall Semester) SALARY: Commensurate with qualifications and experience.

MINIMUM QUALIFICATIONS: A Ph.D. in Strategic Management, Organization Theory, Entrepreneurship, and/or General Management (with emphasis in Strategic Management subjects) from a business school with AACSB International Accreditation (or its substantial equivalent). Minimum qualifications include a demonstrated ability and/or potential to teach Strategic Management courses and related management subjects effectively at the undergraduate and graduate levels. Demonstrated potential for scholarship leading to publication, and potential for curriculum development and service contributions to the department, college, university, and community. Applicants also must demonstrate the ability to work and communicate effectively within an ethnically and culturally diverse community.

DESIRED/PREFERRED QUALIFICATIONS: Prior teaching experience at the college level; related business, professional, or managerial experience; potential to develop support relationship within the university's surrounding community; and published research in the field.

DUTIES: Classroom teaching at the undergraduate and graduate levels. Probationary faculty will normally have a reduced teaching load with a limited number of new course preparations in an academic year. Primary teaching assignment will include undergraduate courses in Business Policy and Strategy, Decision Making, Organization Theory, and Entrepreneurship. Faculty are expected to engage in scholarly activity leading to presentation and publication, and participate in department, college, university, and community service activities. California State University, Long Beach welcomes and encourages diversity. We seek applicants and nominations from those who have experience teaching, mentoring, and developing research in ways that effectively address individuals from historically underrepresented backgrounds. The University seeks to recruit and retain a diverse workforce as a reflection of our commitment to serve the people of California, to maintain the excellence of the University, and to offer our students richly varied disciplines, perspectives and ways of knowing and learning. California State University, Long Beach is an affirmative action/equal opportunity employer.

REQUIRED DOCUMENTATION: Letter of application indicating teaching interests, curriculum vitae (including an email address), a list of three to five current references, a copy of an official transcript from the institution awarding the highest degree, student evaluations and other evidence of teaching effectiveness, and evidence of research and publication in the field. Finalists will also be required to submit three recent letters of recommendation, signed SC-1 form, and official transcript.

APPLICATION DEADLINE: Open until filled or recruitment cancelled. Review of applications to begin October 1, 2013. Applications, required documentation, and/or requests for information should be addressed to: Dr. Sabine Reddy, Search Committee Chair California State University, Long Beach Department of Management/Human Resource Management College of Business Administration 1250 Bellflower Boulevard Long Beach, CA 90840- 8502 (562) 985-7967 CBA-Mgmt-Jobs@csulb.edu

RECRUITMENT # 2025

POSITION:          Assistant/Associate Professor (Operations Management, Supply Chain Management, Logistics, Operations Research, and/or General Management-with emphasis in Supply Chain Management subjects)

EFFECTIVE DATE:     August 18, 2014 (Fall Semester)

SALARY:  Commensurate with qualifications and experience.

MINIMUM QUALIFICATIONS:  A Ph.D. in Operations Management, Supply Chain Management, Logistics, Operations Research, and/or General Management (with emphasis in Supply Chain Management subjects) from a business school with AACSB International Accreditation (or its substantial equivalent).  Minimum qualifications include a demonstrated ability and/or potential to teach Operations and Supply Chain Management courses and related management subjects effectively at the undergraduate and graduate levels.  Demonstrated potential for scholarship leading to publication, and potential for curriculum development and service contributions to the department, college, university, and community.  Applicants also must demonstrate the ability to work and communicate effectively within an ethnically and culturally diverse community. 

DESIRED/PREFERRED QUALIFICATIONS:  Prior teaching experience at the college level; related business, professional, or managerial experience; potential to develop support relationship within the university's surrounding community; and published research in the field.

DUTIES:  Classroom teaching at the undergraduate and graduate levels.  Probationary faculty will normally have a reduced teaching load with a limited number of new course preparations in an academic year.  Primary teaching assignments will include undergraduate courses in Supply Chain Management, Operations Management, Project Management, Logistics, Business Analytics, and Quality Management.  Faculty are expected to engage in scholarly activity leading to presentation and publication, and participate in department, college, university, and community service activities.

California State University, Long Beach welcomes and encourages diversity.  We seek applicants and nominations from those who have experience teaching, mentoring, and developing research in ways that effectively address individuals from historically underrepresented backgrounds.  The University seeks to recruit and retain a diverse workforce as a reflection of our commitment to serve the people of California, to maintain the excellence of the University, and to offer our students richly varied disciplines, perspectives and ways of knowing and learning.  California State University, Long Beach is an affirmative action/equal opportunity employer.

REQUIRED DOCUMENTATION:  Letter of application indicating teaching interests, curriculum vitae (including an email address), a list of three to five current references, a copy of an official transcript from the institution awarding the highest degree, student evaluations and other evidence of teaching effectiveness, and evidence of research and publication in the field.    Finalists will also be required to submit three recent letters of recommendation, signed SC-1 form, and official transcript.

APPLICATION DEADLINE:  Open until filled or recruitment cancelled. Review of applications to begin November 1, 2013.  Applications, required documentation, and/or requests for information should be addressed to:

Dr. Sabine Reddy, Search Committee Chair
California State University, Long Beach
Department of Management/Human Resource Management
College of Business Administration
1250 Bellflower Boulevard
Long Beach, CA 90840- 8502
(562) 985-7967
CBA-SCM-Jobs@csulb.edu

Anthem Business & Management is a new series from Anthem Press that will publish
research monographs, reference books and upper-level textbooks for professionals, academics and students in these fields. Volumes in the series will be written by subject experts and may cover developments in all areas of business and management practices.

The series will also include authoritative, timely and accurate information on critical
developments in the world’s capital markets in areas such as hedge funds, regulation
and strategy, and practitioners’ guides in the financial services industry. We welcome
the opportunity to pursue co-publishing ventures with institutions and organizations
connected engaged with all areas of business, management and finance.

We welcome submissions of proposals that meet the criteria of this series. Should you
wish to send in a proposal for a research monograph, reference books upper-level textbook or handbook please contact us at: proposal@wpcpress.com. We also welcomeapplications for membership of our editorial board in this series, which should be addressed to the series editor.

Anthem Press is a distinguished independent international publishing house pioneering a
distinctive approach to the publishing of serious works across a wide range of subjects that appeal to academics, area specialists, students and researchers, professionals as well as to general readers.

Please send proposals to Kim Cahill, Managing Editor (kimberly.cahill@villanova.edu)

The Journal of World Business has a long tradition of publishing high impact special issues on emerging or provocative topics within the editorial purview of the journal. The objective of these special issues is to assemble a coherent set of articles that move understanding of a topic forward empirically and theoretically. Therefore, as a rule, Journal of World Business (JWB) will not publish special issues based solely on conferences. Rather, special issues must be motivated by a clear and compelling focus on an issue that is timely, significant and likely to generate interest among the readership of JWB.

PROCESS

Prospective guest editor(s) should submit written proposals that incorporate the rationale for the special issue topic, positions it in the literature, and include some illustrative topics that papers could focus upon. Prospective guest editor(s) should consult JWB's Aims and Scope to ensure the proposal fits within the journal's remit. The proposal should also include a draft of the actual call for papers and outline the credentials of the guest editor(s).

http://www.journals.elsevier.com/journal-of-world-business/

After the closing date, the JWB editorial team will review the proposals submitted and select one to three for further assessment. This additional analysis may include communication with prospective guest editors, suggestions as to how to strengthen the proposal and/or recommendations for the addition of other guest editors. Following this consultation, one proposal will generally be selected by the Editor in Chief to progress, although the guest editor(s) may still be asked to develop and refine the proposal further. The Editor-in-Chief will generally assign a JWB Senior Editor to serve on the SI editorial team as the Supervising Editor. The Supervising Editor will be responsible for acting as a liaison between the JWB editorial team and the guest editor(s) and ensuring that JWB editorial standards are maintained through the special issue process. She/he will be actively involved in the entire editorial process, including helping to select which papers are sent for review, identifying and assigning reviewers and in preliminary decisions throughout the review process. However, the ultimate decision to accept or reject papers rests with the Editor in Chief.

GUEST EDITOR(S)’ ROLE

The guest editor(s) will be responsible for publicizing the call for papers and for generating submissions for the special issue. If appropriate, they may host a workshop for papers being considered for the special issue but attendance at the workshop cannot be a prerequisite for the acceptance of papers. They will also be actively involved in all stages of the review process in terms of inviting reviewers and making preliminary decisions on submissions. The review process will be managed online through the EES system. It is also expected that the guest editors will write an introductory article that will position the special issue in the relevant literature and briefly introduce the papers in the issue. This article will be subject to editorial review. In order to prevent any perception of conflicts of interest, it is JWB policy that guest editors cannot submit to the special issue as authors of papers beyond the introductory article.

The Journal of World Business (JWB) invites proposals for special issues with a due date of July 15, 2015.

JWB has a long tradition of publishing high impact special issues on emerging or provocative topics within the editorial purview of the journal. The objective of these special issues is to assemble a coherent set of papers that move understanding of a topic forward empirically and theoretically. Therefore, as a rule, JWB will not publish special issues based solely on papers presented at conferences or workshops. Rather, special issues must be motivated by a clear and compelling focus on an issue that is timely, significant and likely to generate interest among JWB's readership.

PROCESS

Prospective guest editor(s) should submit written proposals that incorporate the rationale for the special issue topic, positions it in the literature, and include some illustrative topics that papers could focus upon. The proposal should also include a draft of the actual call for papers and outline the credentials of the guest editor(s).

After the closing date, the JWB editorial team will review the proposals submitted and select one to three for further assessment. This additional analysis may include communication with prospective guest editors, suggestions as to how to strengthen the proposal and/or recommendations for the addition of other guest editors. Following this consultation, one proposal will generally be selected by the Editor in Chief to progress, although the guest editor(s) may still be asked to develop and refine the proposal further. The Editor-in-Chief will generally assign a JWB Senior Editor to serve on the SI editorial team as the Supervising Editor. The Supervising Editor will be responsible for acting as a liaison between the JWB editorial team and the guest editor(s) and ensuring that JWB editorial standards are maintained through the special issue process. She/he will be actively involved in the entire editorial process, including helping to select which papers are sent for review, identifying and assigning reviewers and in preliminary decisions throughout the review process. However, the ultimate decision to accept or reject papers rests with the Editor in Chief.

GUEST EDITOR(S)’ ROLE

The guest editor(s) will be responsible for publicizing the call for papers and for generating submissions for the special issue. If appropriate, they may host a workshop for papers being considered for the special issue but attendance at the workshop cannot be a prerequisite for the acceptance of papers. They will also be actively involved in all stages of the review process in terms of inviting reviewers and making preliminary decisions on submissions. The review process will be managed online through the EES system. It is also expected that the guest editors will write an introductory article that will position the special issue in the relevant literature and briefly introduce the papers in the issue. This paper will be subject to editorial review. In order to prevent any perception of conflicts of interest, it is JWB policy that Guest Editors cannot submit to the special issue as authors of papers beyond the introductory article.

Please send proposals to : Kim Cahill, Managing Editor (kimberly.cahill@villanova.edu)

The Editorial Board of the Elite Hall Publishing House is calling for papers to be considered for publication in the upcoming issues of the three journals:

  1. International Journal of Information, Business and Management (IJIBM)
  2. International Journal of Advanced Engineering and Science (IJAES)
  3. International Journal of Mechanical and Industrial Engineering Research (JMIER)

We welcome papers and articles of analytic or empirical merit (up to 20 pages in length) in English. All our submitted papers are treated in an anonymous way between author(s) and referees (double blind) and articles are evaluated anonymously by two reviewers. We highly encourage doctoral students to submit excerpts of their dissertations or working papers relevant to entrepreneurship research for consideration. We don't charge any publication fee. So, it is free to publish your papers in the International Journal of Information, Business and Management (IJIBM), International Journal of Advanced Engineering and Science (IJAES) and International Journal of Mechanical and Industrial Engineering Research (JMIER).

For more information, visit the official website of the journals: http://elitehall.elitehall.com/ With thanks, Josephine Roy Publishing Manager, Elite Hall Publishing House, Taiwan International Journal of Information, Business and Management http://ijibm.elitehall.com/ International Journal of Advanced Engineering and Science http://ijaes.elitehall.com/ Journal of Mechanical and Industrial Engineering Research http://jmier.elitehall.com/

Business Administration- International Business 

Capture. Deliver. Excel. Applying the Principles of Business Writing provides guidelines and information to improve business writing. The document outlines seven principles used to develop and execute an effective writing strategy. The document is available for download in PDF.

Carpenter Strategy Toolbox lists instructions for the Global Alliance Game which teaches the importance of international trade and relations between countries. Complete step-by-step instructions for the simulation are provided as well as a downloadable file for all the materials required by the Global Alliance Game. Information on how to debrief the simulation is also given on the site.

Bussiness Administration with International Business Concentration

The Case Program of Harvard's John F. Kennedy School of Government is the world's largest producer and repository of case studies focusing on government operations, public policy creation, and nonprofit organization operations. The site allows the user to search through more than 2,000 cases. Only some of the cases can be viewed without purchase.

This is a list of case studies written and published by faculty at Stanford Graduate School of Business. You can search the database by author, title, case number, date, or keyword. Full access to the text is available for a fee.

Executive Director, Veale Institute for Innovation & Entrepreneurship

Case Western Reserve University invites inquiries, nominations and applications for the position of Executive Director of the Veal Institute for Innovation & Entrepreneurship. The Veale Institute for Innovation & Entrepreneurship serves as Case Western Reserve University’s (CWRU) epicenter for the development, leadership and guidance of a wide range of academic programs, co-curricular programing and events to promote and support entrepreneurship among the university’s faculty, staff, students, alumni as well as members of the local community.

Leading the Veale Institute for Innovation & Entrepreneurship will be an Executive Director reporting to the university’s Provost and Executive Vice President. The Executive Director will assemble and manage cross-disciplinary academic and staff teams to leverage existing and create future programs and services focused on growing entrepreneurship among the university’s constituencies. In addition, the Executive Director will work closely with the Sears think[box] Executive Director and team to advance the Innovation and Entrepreneurship mission of Sears think[box].

The Veale Institute for Innovation & Entrepreneurship will bring together members of the university community, business community, health care industry, applied science fields, among others, and foster partnerships with internal and external stakeholders. These include other universities, regional, national and international innovation and entrepreneurial ecosystems and local and national and industrial design and manufacturing companies. The Executive Director of the Veale Institute for Innovation & Entrepreneurship will be a recognized leader and an entrepreneur with a commitment to excellence and to sharing their expertise and experiences with others, specifically CWRU students in their own start-up aspirations. The Executive Director will have experience building and growing teams, leveraging resources, and successfully impacting the innovation and entrepreneurial ecosystems, both locally and nationally. The successful candidate will be a visionary and strategic thought leader who will have proven experience and broad knowledge of the innovation ecosystem as it relates to idea generation, early and late stage investments, legal matters, business incubation, etc. The ideal candidate will be a serial entrepreneur, possess an innovative spirit, and be able to work with a variety of constituencies within a complex research university environment, as well as external audiences.

Candidates who have an earned doctorate, or terminal degree, with uniquely transferrable experience are preferred. Nominations and expressions of interest will continue to be received until a list of candidates is put forward for final consideration. Applications and nominations may be sent to: Veale-ExecDir@kornferry.com Paul Chou, Co-Managing Director, and Victoria Antolini, Senior Associate Global Education Practice, Korn Ferry, Philadelphia, PA

In employment, as in education, Case Western Reserve University is committed to Equal Opportunity and Diversity. Women, veterans, members of underrepresented minority groups, and individuals with disabilities are encouraged to apply. Case Western Reserve University provides reasonable accommodations to applicants with disabilities. Applicants requiring a reasonable accommodation for any part of the application and hiring process should contact the Office for Inclusion, Diversity and Equal Opportunity at 216.368.8877 to request a reasonable accommodation. Determinations as to granting reasonable accommodations for any applicant will be made on a case-by-case basis.

Catholic University of Eichstaett-Ingolstadt, WFI Ingolstadt School of Management invites applications for a Professorship Position in Business Administration with focus on Services Management (German Salary Class W3). The position is to be filled by October 1st, 2010. The holder of this position is expected to conduct research and teaching in the field of services management. Emphasis should be placed on the management of and marketing for service corporations with a special focus on the sourcing of services on industrial and consumer goods markets. An excellent academic track record is mandatory as evidenced by the quality of research papers published in international journals. The ability of the applicant to acquire research funds will be subject to consideration as well. Teaching duties encompass courses at both the Bachelor’s and Master’s level, doctoral and executive education. The applicant must provide evidence of her/his academic qualification by holding a PhD degree and further academic achievements. Evidence of the latter can be provided through a Habilitation, an assistant or „Junior“ professorship position or through scientific work at universities or other research institutions. Distinct didactic capabilities are a central selection criterion. Catholic University of Eichstätt-Ingolstadt emphases intensive student supervision and, thus, expects faculty to frequently be present on campus. The school also expects holders of the position to settle in the region. Catholic University of Eichstätt-Ingolstadt is striving to raise the number of female academics employed. Accordingly, the school sepcifically invites applications of qualified female researchers. Applications from persons with disabilities receive preferred treatment if their academic qualifications are competitive. The applicant must be 51 years or younger at the time of his or her appointment. Catholic University of Eichstätt-Ingolstadt is warranted by the State of Bavaria and is recognized as a private university sponsored by the Catholic Church. Its mission is manifested in article 3 of the foundation’s constitution; the latter can be obtained from the address below. Applicants fulfilling the requirements are invited to submit their applications to the following address:

Dekanat der Wirtschaftswissenschaftlichen Fakultät der Katholischen Universität Eichstätt-Ingolstadt, Auf der Schanz 49, 85049 Ingolstadt, Tel. 0841/937-1801, Telefax 0841/937-1950.

Additional Information: WFI is one of the leading business schools in Germany and offers several programs in business administration (two Bachelor’s programs, three specialized Master’s programs, executive MBA, and executive Master). WFI has developed strategic alliances with Tongji University (China) and ESC Toulouse (France) and has developed successful partnerships with more than 60 universities worldwide. WFI is located in Ingolstadt (Bavaria), a city offering a rich intellectual, cultural, recreational and family-friendly environment. The economy of the greater Munich area to which Ingolstadt belongs is strong, and support for the university is increasing steadily as evidenced by WFI’s partnerships with numerous Germany-based multinational companies. More information on WFI is available at www.wfi.edu.

The Faculty of Economics and Business (FEB) of the KU Leuven has a vacancy for a full-time academic position in the field of Entrepreneurship. We look for motivated candidates with an excellent research track record or high research potential and demonstrable teaching skills in Entrepreneurship. The envisioned starting date is October 1, 2020.

DUTIES

Research

You are an ambitious, internationally oriented researcher in the domain of Entrepreneurship. You preferably have affinity with economic perspectives on Entrepreneurship and a secondary interest in the domain of either Innovation, International Business, or Strategic Management. You publish in international top journals within the field, attract external research funding, develop international research projects, and advise doctoral students. You strive for excellence in research and as such contribute to the reputation of the Faculty of Economics and Business. You have an outspoken interest in fundamental scientific research and also perceive opportunities for valorization of research findings and applied research.

Education

You will teach courses in the field of Entrepreneurship at the campus in Leuven, with the specific courses assigned depending on your profile and experience. You also contribute to the continuing development of the educational programs of the department, and you supervise master theses. Tenure track candidates start with limited teaching duties.

You develop teaching methods in line with the KU Leuven approach of research-based education with an emphasis on activating students (see https://www.kuleuven.be/english/education/policy/vision/consideration). You take advantage of the opportunities offered by the faculty and the university to further develop your teaching skills. You contribute to the educational philosophy of the university, and you show commitment to uphold the high standards of its programs.

Service

You show a willingness to take up internal service duties. You put teaching and research activities at the service of society and aim to contribute to the broader social debate.

PROFILE

You have a PhD in Economics or Business with an emphasis on Entrepreneurship.

You have excellent research potential. The quality of your research is demonstrated by the quality of your PhD dissertation, promising research projects and papers, publications in top-tier peer-reviewed journals and/or international research experience. Junior applicants are expected to show research excellence through a pipeline of promising research projects, papers and academic references. Experience in writing grant proposals and a strong international network are recommended.

You can show evidence of strong didactical skills and preferably have teaching experience in the field of Entrepreneurship. Your written and spoken English is excellent. The official administrative language used at KU Leuven is Dutch. If you do not speak Dutch (or do not speak it well) at the start of employment, you can follow language training provided by KU Leuven to enable you to take part in administrative meetings. Before teaching courses in Dutch, you will be given the opportunity to learn Dutch to the required standard.

OFFER

The vacancy is open to both junior and senior researchers. PhD students in the final phase of their studies may also apply. The successful candidate will be hired in the rank of Assistant Professor, Associate Professor, or (Full) Professor depending on your qualifications and academic experience. Junior researchers will be appointed as assistant professor in tenure track for a period of 5 years, which in case of a positive evaluation is followed by an appointment as a tenured associate professor.

You will join a dynamic and internationally oriented research environment. This full-time position initially requires a clear commitment to the study programs offered on the Leuven campus of the FEB. We offer a dynamic and internationally oriented research environment, with frequent collaboration with colleagues on the Leuven and Antwerp campuses of the FEB. For more information, please consult https://feb.kuleuven.be/research/MSI.

The Faculty of Economics and Business has systematically been ranked highly by several independent accreditation committees regarding the quality of its research and teaching programs. The FEB has recently acquired the renowned EQUIS accreditation and benefits from an extensive national and international network, both in academia and in the business world. For more information, please consult http://feb.kuleuven.be/eng/research.

KU Leuven is well set to welcome foreign professors and their family and provides practical support with regard to immigration & administration, housing, childcare, learning Dutch, partner career coaching, …

To facilitate scientific onboarding and accelerate research in the first phase, a starting grant of 100,000 (100k) euros is offered to new professors without substantial other funding and with an appointment of at least 50%.

The KU Leuven pursues a policy of equal opportunity and diversity and explicitly encourages underrepresented groups at the university to apply.

Interested?

For more information on the position, please contact Prof. dr. Bart Leten, chair of the search committee, mail: bart.leten@kuleuven.be, or Prof. dr. Maddy Janssens, dean of the campus Leuven at FEB, mail: maddy.janssens@kuleuven.be.

Candidates should describe their (future) research objectives and how their research contributes to the research program of the department in a Biosketch. Candidates should enclose teaching evaluations, if available, and a teaching statement (max. 1 page) explaining their didactic approach to teaching. External reference letters (required for junior applicants) can be sent directly to evi.fosse@kuleuven.be.

You can apply for this job up to and including September 30, 2019 via the online application tool, which can be found here: https://www.kuleuven.be/personeel/jobsite/jobs/55171979?hl=en&lang=en

When you experience problems applying online, please contact solliciteren@kuleuven.be.

KU Leuven seeks to foster an environment where all talents can flourish, regardless of gender, age, cultural background, nationality or impairments. If you have any questions relating to accessibility or support, please contact us at diversiteit.HR@kuleuven.be.

Guest Editors:

Piotr Trąpczyński (Poznan University of Economics and Business)

Łukasz Puślecki (Poznan University of Economics and Business)

Andreja Jaklič (University of Ljubljana)

 

Since the early 1990s, the region of Central and Eastern Europe (CEE) has attracted the interest of scholars because of its transition from a planned economy to a market economy.Both the different paths, and also the divergent outcomes of institutional reforms and frameworks constituted interesting areas of investigation (Meyer& Peng, 2005; Jaklič et at., 2020a). Attracting FDI, along with new technology and skills,creating indigenous MNEs, and changing business environment was essential for transformation.

One of the main interests of scholars and practitioners alike has been the development of effective market entry strategies for this turbulent and heterogeneous region.Many multinational enterprises (MNEs) entered CEE by acquiring local firms, usually lacking essential resources and management experience in competitive markets (Meyer & Estrin, 2001; Uhlenbruck & De Castro, 2000), and need to develop a comprehensive strategy to improve the competitiveness of these acquired subsidiaries (Uhlenbruck, 2004). The initial focus of foreign direct investment (FDI) on access to cheaper resources and sales markets gradually shifted to other, moreupstream areas of activity (Pavlínek, Domański & Guzik, 2009). This functional upgrading was preceded by spillover effects from cooperation with Western partners (Prokop et al., 2021).The increased integration of foreign subsidiaries and the creation of local entrepreneurial ecosystems simultaneously encouraged domestic companies to engage in more outward internationalization(Jaklič et at., 2020a; Trąpczyński & Banalieva, 2016). Comparatively weak institutional support and inadequate innovation capacity have long been among the barriers to international competitiveness for companies from CEE. Nevertheless, many have achieved leapfrogging internationalization and solid performance in international markets (Mair & Schoen, 2007; Caputo et al., 2016; Ipsmiller & Dikova, 2021). The establishment of domestic multinationals is based on innovative business models in their respective market segments (Suurna, 2011; Stocker, 2016), collaboration with foreign partners, and the use of complex internationalization strategies (Dikova et al. 2016, Jaklič & Burger, 2020). It has been argued that this increased focus on innovation is increasingly important given the challenge of the middleincome trap also facing CEE economies (Myant, 2018).

In the third decade since institutional change began in the region, there has been a new trend toward nearshoring and reshoring of activities from more distant Asian locations, driven by trends such as digitalization (Fel & Griette, 2017; Butollo, 2021), but also risks due to recurring crises.Continuous disruptions intensified value chain reconfiguration and innovation activity, thus forcing a new transition to digital and more sustainable business models. Firms from CEE economies (traditionally strongly affected by local and global shocks and conflicts) keep integration into GVC as development priority. Thestructure of GVC and functional specialization in CEE is heterogeneous and different from Western Europe (Jaklič et al, 2020b), the main business partner of CEE.For instance, Poland and Slovakia tend to focus on lower value-added fabrication processes, theBaltic countries and Slovenia specialize in management services, Hungary and Latvia gain inmarketing services, while the Czech Republic and Slovenia are concentrated on R&D activities (Kordalska & Olczyk, 2021).

Companies operating in a competitive global environment, where the risk and complexity of product development are increasing and the need for even more innovative services and products is growing, are seeking to expand collaboration through partnerships, especially in recent decades (Trąpczyński et al., 2018). As a result, we can observe the development of advanced and complex alliances between companies. The need to collaborate on innovative projects has led companies to use modern partnership models, including those based on the principles of open innovation (Chesbrough & Bogers, 2014). Research on open innovation shows how organizations manage both the inflow and outflow of knowledge and how they seek and select partners, and the innovations they offer (Chesbrough, 2020; West & Bogers, 2014). The propensity for open innovation and, more generally, the development of innovation collaborations are far less documented in CEE than in Western markets (Dziurski & Sopińska, 2020; Gołębiowski & Lewandowska, 2015; Jaklič et al, 2014; Lewandowska, 2015; Lewandowska et al, 2016; Pustovrh et al, 2017; Puślecki et al., 2021 a,b, 2022; Rangus et al, 2017). It is worthwhile (both from an academic and business perspective) to explore this area of research, especially in turbulent times, and to monitor the shift from an efficiency-driven economic model to a knowledge-based economy (CEE) that leverages the local and domestic innovation potential of all partners involved in innovation collaboration.

The changes mentioned above received new dynamics in the context of the rising wave of skepticism towards international business and recurring crises, whereby a smaller number of firm and MNE location and control configurations emerges, and domestic firms become more dominant (Buckley & Hashai, 2020). The COVID-19 pandemic has acted as a catalyst to the already ongoing processes of questioning the existing GVC configurations (Hayakawa & Mukunoki, 2021), while the war in Ukraine further aggravated the challenges to GVC.

In light of the said new wave of transition in the CEE region, a number of research topics emerge, which the following special issue of the Journal of East European Management Studies seeks to address. The range of areas for inquiry includes, but is not limited to, inter alia the following aspects:

  • The emerging sectoral and geographic patterns of foreign direct investment (FDI) in CEE, with particular for reshoring and re-configuration of GVCs
  • The sectoral and geographic patterns of innovation cooperation in CEE
  • The development of new modes of innovation cooperation in CEE taking into account multidisciplinary perspective, R&D innovation ecosystems and open innovation paradigm
  • The R&D alliance and alliance portfolio management in CEE – towards increased fragmentation and complexity
  • Open innovation in CEE
  • The role of location, experience, knowledgeand partner selection in innovation cooperation in CEE
  • The development of organizational modes of R&D alliances in CEE – a shift to contractual and non-equity agreements
  • The determinants of innovation cooperation in CEE; business-academia innovation cooperation (performance)in CEE • Business model innovations of CEE firms and their role on firm internationalization
  • The strategic logic behind diverse patterns the international expansion of CEE firms
  • The competitive strategy of CEE firms in different locations and sources of competitive advantage
  • Strategies of CEE firms in coping with ongoing economic crises and the effects thereof on their international competitiveness

With the special issue we seek to reflect upon the most recent changes in CEE with regard to its role for international business, take stock of extant developments and provide an outlook for an emerging research agenda.

Submission process and important dates:

  • Deadline for full paper submissions: 28/02/2023
  • 1 st Double-blind review round completed: 31/05/2023 
  • Deadline for submission of revised versions: 31/08/2023
  • 2 nd Double-blind review round completed: 15/10/2023
  • Final decision: 31/10/2023
  • Publication of the SI: until 15/12/2023

To be considered for this Special Issue, full papers must be submitted no later than, 28/02/2023 to Piotr Trąpczyński (piotr.trapczynski@ue.poznan.pl).

Submitted papers will undergo a double-blind peer review process and will be evaluated by at least two anonymous reviewers. Final acceptance is dependent on the reviewers’ judgment regarding:

  1. Topic fit: does the submission contribute to the special issue topic?
  2. Theoretical contribution: Does the submission offer novel insights or extend existing considerations?
  3. When applicable: Empirical contribution: Are the study design, data analysis, and results rigorous and suit the research questions? Do empirical findings offer innovative insights?

All submissions should be prepared for blind review according to the JEEMS author guidelines (https://www.jeems.nomos.de/fileadmin/jeems/doc/Authors_Guidelines.pdf). Informal enquiries regarding the Special Issue (topics, potential fit etc.) are welcome and can be directed to guest editors:

Piotr Trąpczyński (piotr.trapczynski@ue.poznan.pl)

Łukasz Puślecki (lukasz.puslecki@ue.poznan.pl)

Andreja Jaklič (andreja.jaklic@fdv.uni-lj.si)

Cengage provides innovative learning materials in fourteen disciplines for the higher and secondary education markets as well as the professional, corporate, and retail business education environments. Cengage has a strong publishing presence in accounting, taxation, business law, and keyboarding. It also publishes in business communications, career readiness, decision sciences, economics, finance, management, marketing, office technology, and real estate.

The American Council on Education's Center for Internationalization and Global Engagement (CIGE) analyzes international education issues and works with college campuses in the internationalization of their studies. The website includes information on campus internationalization, CIGE's research and resources, and networking and collaboration.

 

Central European University Business School in Budapest, Hungary is seeking a full-time entry-level researcher at the Assistant Professor rank. This individual will work in the Center for Integrity in Business and Government at CEU Business School. Research fields associated with this search include business ethics, corporate governance and corporate responsibility management.

A critical aspect of CEU Business School’s mission is to serve emerging economies by delivering best practices, by encouraging high standards of integrity, social responsibility and ethics, and by emphasizing global entrepreneurship and innovation management. The candidate should demonstrate explicitly how s/he would contribute intellectually and educationally to these specific features of this overall mission.

Central European University is a unique graduate institution and a vibrant academic community. Located in Budapest, and accredited in both the United States and Hungary, CEU is dedicated to building open societies globally. It hosts over 140 resident faculty members, numerous prominent visiting scholars and a total student enrollment exceeding 1500. CEU students are drawn from more than 100 countries for Master’s, doctoral, and executive education programs in management, the social sciences, humanities, law, environment studies, government and public policy. The language of instruction is English.

Duties and responsibilities:
The primary focus of this position is to contribute to the Integrity Education Initiative of the CEU by active research and curriculum development. There may also be an opportunity to teach at both the MBA and Executive MBA levels.

Qualifications:
The candidate should possess a global orientation and strong intellectual potential that is supported by research achievement. Evidence of effective and creative teaching and curriculum development skills at both the MBA and Executive Education levels is also desirable. Candidates must possess a PhD or equivalent degree.

Compensation and contract terms:
Remuneration will be in accordance with CEU’s internationally competitive salary scale and will be commensurate with experience.  It is expected that an initial fixed term contract of two years with the possibility of renewal for another two years will be offered.


Application details:Starting date:  Flexible from April 01, 2011
Application deadline:  February 28, 2011
Full Or Part Time: Full-Time

 

Applicants should submit:

  • A complete academic CV
  • Statement of purpose
  • Samples of academic or professional publications
  • Contact information for two referees

 

Please send the above material to: Katalin Nagy: nagykat@ceubusiness.org - including job code 2011/003 in email subject line

CEU is an equal opportunity employer.

 

Central European University Business School in Budapest, Hungary is seeking a full-time senior researcher at the Associate Professor rank. This individual will work in the Center for Integrity in Business and Government at CEU Business School. Research fields associated with this search include business ethics, corporate governance and corporate responsibility management.

A critical aspect of CEU Business School’s mission is to serve emerging economies by delivering best practices, by encouraging high standards of integrity, social responsibility and ethics, and by emphasizing global entrepreneurship and innovation management. The candidate should demonstrate explicitly how s/he would contribute intellectually and educationally to these specific features of this overall mission.

Central European University is a unique graduate institution and a vibrant academic community. Located in Budapest, and accredited in both the United States and Hungary, CEU is dedicated to building open societies globally. It hosts over 140 resident faculty members, numerous prominent visiting scholars and a total student enrollment exceeding 1500. CEU students are drawn from more than 100 countries for Master’s, doctoral, and executive education programs in management, the social sciences, humanities, law, environment studies, government and public policy. The language of instruction is English.

Duties and responsibilities:
The primary focus of this position is to contribute to the Integrity Education Initiative of the CEU by active research and curriculum development. There will also be an opportunity to teach at both the MBA and Executive MBA levels.

Qualifications:
The candidate should possess a global orientation and proven strong intellectual and research achievement. A record of effective and creative teaching and curriculum development skills at both the MBA and Executive Education levels is also desirable. The candidate must possess a PhD or equivalent degree; a track record of high quality research publications; and a demonstrable ability to write case studies.

Compensation and contract terms:
Remuneration will be in accordance with CEU’s internationally competitive salary scale and will be commensurate with experience.  It is expected that an initial fixed term contract of two years with the possibility of renewal for another two years will be offered.

Application details:
Starting date:  Flexible from April 01, 2011
Application deadline:  February 28, 2011
Full Or Part Time: Full-Time

Applicants should submit:

• A complete academic CV
• Statement of purpose,
• Samples of academic or professional publications,
• Contact information for two referees

Please send the above material to: Katalin Nagy: nagykat@ceubusiness.org - including job code 2011/002 in email subject line.


CEU is an equal opportunity employer.
 

 

The Central European University Business School, in Budapest, Hungary, is seeking full-time faculty candidates at the Assistant Professor level. Academic disciplines included in this search are marketing, finance, strategy, operations management, entrepreneurship, and innovation management.

Candidates should possess a global orientation, strong intellectual potential, research achievement and effective and creative teaching and curriculum development skills at both the MBA and Executive Education levels.

A critical aspect of CEU Business School’s mission is to serve emerging economies by delivering best practices, by encouraging high standards of integrity, social responsibility and ethics, and by emphasizing global entrepreneurship and innovation management. Candidates should demonstrate explicitly how they would contribute intellectually and educationally to these specific features of this overall mission. Candidates must possess a PhD or equivalent degree.

Central European University is a unique graduate institution and a vibrant academic community. Located in Budapest, and accredited in both the United States and Hungary, CEU is dedicated to building open societies globally. It hosts over 140 resident faculty members, numerous prominent visiting scholars and a total student enrollment exceeding 1500. CEU students are drawn from more than 100 countries for Master’s, doctoral, and executive education programs in management, the social sciences, humanities, law, environment studies, government and public policy. The language of instruction is English.

Duties and responsibilities
To be active in research and to teach at both the MBA and Executive MBA levels.

Qualifications
Candidates should possess a global orientation, strong intellectual potential, research achievement and effective and creative teaching and curriculum development skills at both the MBA and Executive Education levels. A critical aspect of CEU Business School’s mission is to serve emerging economies by delivering best practices, by encouraging high standards of integrity, social responsibility and ethics and by emphasizing global entrepreneurship and innovation management. Candidates should demonstrate explicitly how they would contribute intellectually and educationally to these specific features of this overall mission. Candidates must possess a PhD or equivalent degree.

Compensation and Contract Terms 
Remuneration will be in accordance with CEU’s internationally competitive salary scale and will be commensurate with experience. It is expected that an initial fixed term contract of 4 years will be offered. Subsequent promotion will be based on CEU's academic review procedures, standards and criteria.

Application Details
Applicants should submit:

  • A full résumé
  • Statement of purpose
  • Samples of academic or professional publications
  • Details of two referees

Please send the above material to: Nora Toth: tothn@ceubusiness.org - including job code ‘2010/033’ in email subject line. CEU is an equal opportunity employer.

Non-Tenure Track Professor of Management (Management Lecturer)

The Department of Management at Central Michigan University is seeking candidates for the appointment of one or two fixed-term faculty members, to begin Fall/2018 (for one or two semesters, depending on candidates’ qualifications and preferences).

Principle responsibilities include teaching two or three management courses per semester – e.g., International Business, Management Principles). The position includes employee benefits. Preferred consideration will be given to candidates with a PhD in Management or related field – PhD Student candidates with dissertation proposal defended also qualify as preferred. Relevant industry experience is also desirable. MS in a business discipline or an MBA are the minimum academic qualifications.

Applicants must be able to demonstrate the competencies and expertise required to teach undergraduate courses in Management (e.g., management principles, international business, strategic management, org. behavior, etc.), and meet and maintain the appropriate faculty qualifications status within the AACSB framework. To be considered an applicant for this position, please submit a cover letter, CV, teaching statement, and the names of three references to our system via: www.jobs.cmich.edu.

Review of materials will begin immediately and until the position is filled.

CMU is an AA/EO institution, providing equal opportunity to all persons, including minorities, females, veterans and individuals with disabilities (see https://www.cmich.edu/ocrie).

About CMU: https://www.cmich.edu/about/Pages/default.aspx

Should you have questions, please contact Luis Luis A. Perez-Batres, PhD Professor of Management & Department Chair, Jerry and Felicia Campbell Endowed Professor, Smith Hall 200A / Mount Pleasant MI 48859, Central Michigan University, perez1LA@cmich.edu 989-774-2841

Global Challenge is an online business simulation game where teams representing mobile telecommunication companies compete by making international business strategy decisions in different areas of international business management. Free registration is required for first-time users.

International Business Program, A.S. Degree.

China has experienced an incredible rate of growth in GDP in recent decades. Looking forward whether China’s economy will continue to remain stable and grow is of significant interest not only to China but also to the rest of the world. One significant challenge to the economic growth is China’s nascent financial markets. Recognizing the importance of a better financial system for more broad economic growth, the Chinese government has implemented a number of reforms in the financial markets. Moreover, the financial system itself constituents the major risks that the Chinese economy faces.

This special issue aims to invite scholarly writings that touch on any aspect of the challenges that relate to the reforms and risks in the financial markets and offer solutions as well as discuss the opportunities that could arise from such solutions. Papers in all areas of finance related to China are welcome, especially those on current issues such as shadow banking, internet finance, exchange rate reform, and local government debt, among others. The special issue will be guest-edited by Xiaoya Ding (University of San Francisco, USA), Chen Liu (Trinity Western University, Canada), and Ligang Zhong (University of Windsor, Canada).

PAPER SUBMISSION INSTRUCTIONS:

  1. All submissions will be handled electronically. Those interested in submitting their work to this special issue should e-mail their papers to Ligang Zhong (lzhong@uwindsor.ca).
  2. Papers should be written in English and should contain original material that have not been previously published or currently submitted elsewhere.
  3. Papers should be double-spaced and limited to between 7000-10,000 words including references. All submitted papers will go through the standard double-blind reviewing process so be sure to include an additional page with the title and abstract but without the names of the authors.
  4. Final editorial decisions shall be sent to authors within two months and authors of accepted papers will be required to follow the formatting instructions and complete a “Consent to Publish” form.
  5. Please e-mail all queries to Ligang Zhong (lzhong@uwindsor.ca).

The bimonthly journal, Chinese Economy, published by Taylor and Francis Group, offers an objective and analytical account of economic issues concerning China. The journal publishes original works written by scholars from all over the world on recent changes to the Chinese economy. The Chinese Economy focuses on China’s current economic development as well as issues pertaining to the country’s trade, banking, and finances. Policy and research papers addressing macroeconomic and firm-level analysis are particularly welcome. Scholars and policy-makers will find The Chinese Economy informative as it provides relevant and rigorous analysis by experts on China.

The articles in this journal are listed in the Contents of Recent Economic Journals (COREJ) and the Journal of Economic Literature, and indexed in the Bibliography of Asian Studies Online, Econlit, e-JEL, and JEL on CD, International Bibliography of the Social Sciences, International Bibliography of Periodical Literature on the Humanities and Social Sciences (IBZ), Emerging Sources Citation Index(ESCI), PAIS International, ProQuest Database, RePEc, and Scopus. Chinese Economy is ranked as B in the Australian Business Deans Council (ABDC) Journal Quality List.

Guest Editors:

Prof. Tamar Almor

College of Management, Academic Studies, Israel, talmor@colman.ac.il

Dr. Shlomo Y. Tarba

The University of Sheffield, UK, s.tarba@sheffield.ac.uk

 

 Background and Rationale for the Special Issue

Rapidly internationalizing, entrepreneurial companies seem to emerge more frequently in small countries with advanced economies, such as Israel, than in larger economies such as the U.S. (Efrat and Shoham, 2012; Freeman and Cavusgil, 2007; Gabrielsson and Kirpalani, 2004), and are often referred to in literature as “born-global” companies (Hashai 2011; Hewerdine and Welch, 2013; Melen and Rovira Nordman, 2009; Vasilchenko and Morrish, 2011). Born-global companies are characterized as having the ability to create innovative, self-developed, technology-based products that are sold internationally from the start of their existence (Rovira Nordman and Melen, 2008). Born-global companies are defined as business organizations that from the time of their founding or shortly thereafter seek superior international business performance, by creating knowledge-based resources and capabilities in which form the basis for sales in various countries (Almor, 2013; Gabrielsson and Kirpalani, 2004). While most research on this topic has focused on developed economies (Almor, 2011; Almor and Hashai, 2004; Efrat and Shoham, 2011; Hewerdine and Welch, 2013; Uner, Kocak, Cavusgil, and Cavusgil, 2013), case studies and incidental reporting seems to indicate that such companies can be found, with increasing frequency, in developing economies as well. However, to date, few empirical studies have been published on this topic.

Most empirical studies on born-global companies examine firms that exist for less than a decade. Moreover, the afore-mentioned studies deal primarily with issues of the initial survival and growth of these companies (Hashai and Almor 2004). Incidental case studies published in newspapers, however, have suggested that at least part of these entrepreneurial knowledge-intensive companies have now been in existence for about two decades, are maturing, and have been facing issues that differ from those encountered by the young firms. Furthermore, the maturing process of born-global companies seems to be a relatively new phenomenon that has not yet been researched to date, and therefore few questions have been raised regarding their maturation process (Glaister, Liu, Sahadev, and Gomes, 2014; Trudgen and Freeman, 2014). As a result, relatively little data exist about maturing born-global companies, whether or not they have survived as independent companies, and what international strategies they use to remain competitive (Almor, 2013; Almor, Tarba, Margalit, 2014) . Although there are many examples of born-global, technology-based companies that have been acquired by larger technology-based firms and have been merged into the larger businesses (e.g., Gomes, Weber, Brown, and Tarba, 2011; Weber and Tarba, 2011; Weber, Tarba, and Oberg, 2014), there are relatively few that have survived as independent entities and so far little research has addressed the topic of independent survival, the strategies employed to do so and the effect of culture, the management team as well as other factors, on the independent survival.

Despite the fact that about two decades of research exists regarding high-tech, born-global companies and international new ventures (INVs), many research gaps remain. The purpose of this special issue is to examine these gaps by addressing issues such as born global companies originating from developing countries, the relationships between collaborative agreements and survival of such companies, the effect of senior management and culture on survival and more, as explained below.

Topics for the special issue:

The goal of this special issue is to stimulate scholars to focus (i) on the challenges and strategies of small, international high-tech companies in the global environment at individual, group, and firm level as well as (ii) on the role of location (eg. quality of business location, impact of presence of clusters, etc.) of the home and/or of the host countries on the international high-tech companies competitiveness.

We encourage review, conceptual, and empirical contributions that may address, but are not limited to, the following topics:

The contributions may address, but are not limited to, the following topics:

  1. What are the antecedents, moderators/mediators, and outcomes of competitive and/or growth strategies pursued by small, international high-tech companies in developed and/or emerging economies?
  2. How does the macro-environmental and micro-environmental (industry) context in developed and/or emerging economies influence success/failure of collaborative partnerships (alliances, joint ventures, and M&A) established by small, international high-tech companies?
  3. How do clusters impact on the ability of born-global firms to emerge, to invest in specific location abroad and to perform in international markets?
  4. What is the impact of senior management on success/failure of collaborative partnerships (alliances, joint ventures, and M&A) established by small, international high-tech companies in developed and/or emerging economies?
  5. What skills, competencies, and behaviours the incumbent managers and employees need to learn and practice in order to enable small, international high-tech companies' success in developed and/or emerging economies?
  6. What is the impact of strategic agility and organizational ambidexterity on success/failure of small, international high-tech companies in developed and/or emerging economies?
  7. What are the social, economic and environmental implications of innovation management (product vs. process innovation) in small, international high-tech companies' success in developed and/or emerging economies?
  8. What are the value-creating and value-capturing factors in small, international high-tech companies in developed and/or emerging economies?
  9. What is the impact of emotions and resilience on success/failure of small, international high-tech companies in developed and/or emerging economies?
  10. What is the influence of national cultural distance and corporate (organizational) differences on success/failure of small, international high-tech companies in developed and/or emerging economies?
  11. What is the impact of venture capital funds on success/failure of small, international high-tech companies in developed and/or emerging economies?
  12. What is the effect of collaborative agreements between governmental and industry bodies and academics institutions on success/failure of small, international high-tech companies in developed and/or emerging economies?

References:

Almor, T. (2011). Dancing as fast as they can: Israeli high-tech firms and the great recession of 2008. Thunderbird International Business Review, 53, 109-276.

Almor, T. (2013). Conceptualizing paths of growth for the technology-based, born-global firm originating in a small population, advanced economy. International Studies of Management & Organization, 43(2), 56-78.

Almor, T., & Hashai, N. (2004). Competitive advantage and strategic configuration of knowledge-intensive small and medium sized multinationals: A modified resource based view. Journal of International Management, 10, 479-500.

Almor, T., Tarba, S. Y., & Margalit, A. (2014). Maturing, technology-based, born-global companies: Surviving through mergers and acquisitions. Management International Review, (Forthcoming, doi: 10.1007/s11575-014-0212-9). 

Efrat, K., & Shoham, A. (2011). Environmental characteristics and technological capabilities' interaction in high-technology born global firms. European Journal of International Management, 5(3), 271-284. 

Efrat, K., & Shoham, A. (2012). Born-global firms: The differences between their short-and long-term performance drivers. Journal of World Business47, 675-685.

Gomes, E., Weber, Y., Brown, C., and Tarba, S.Y. (2011). Mergers, Acquisitions and Strategic Alliances: Understanding The Process. Basingstoke, UK: Palgrave Macmillan.

Freeman, S., & Cavusgil, T. (2007). Towards a typology of commitment states among managers of born-global firms: A study of accelerated internationalization. Journal of International Marketing, 15(4), 1-40.

Gabrielsson, M., & Kirpalani, V.H.M. (2004). Born globals: How to reach new business space rapidly. International Business Review, 13, 555-571.

Glaister, A. J., Liu, Y., Sahadev, S., & Gomes, E. (2014). Externalizing, internalizing and fostering commitment: The case of born-global firms in emerging economies. Management International Review, (Forthcoming, doi: 10.1007/s11575-014-0215-6)

Hashai N., & Almor T. (2004). Gradually internationalization 'born-global' firms: An oxymoron? International Business Review,13, 465-483

Hashai, N. (2011). Sequencing the expansion of geographic scope and foreign operations by “born-global” firms”. Journal of International Business Studies42(8), 995-1015.

Hewerdine, L., & Welch, C. (2013). Are international new ventures really new? A process study of organizational emergence and internationalization. Journal of World Business48(4), 466-477.

Melen, S., & Rovira Nordman, E. (2009). The internationalisation modes of born globals: A longitudinal study. European Management Journal27, 243-254.

Rovira Nordman, E., & Melen, S. (2008). The impact of different kinds of knowledge for the internationalization process of born globals in the biotech business. Journal of World Business43, 171-185.

Trudgen, R., & Freeman, S. (2014). Measuring the performance of born-global firms throughout their development process: The roles of initial market selection and internationalisation speed. Management International Review, (Forthcoming, doi: 10.1007/s11575-014-0210-y). 

Uner, M. M., Kocak, A., Cavusgil, E., & Cavusgil, S. T. (2013). Do barriers to export vary for born globals and across stages of internationalization? An empirical inquiry in the emerging market of Turkey. International Business Review, 22(5), 800-813. 

Vasilchenko, E., & Morrish, S. (2011). The role of entrepreneurial networks in the exploration and exploitation of internationalization opportunities by information and communication technology firms. Journal of International Marketing, 19(4), 88-105.

Weber, Y., & Tarba, S. Y. (2011). Exploring integration approach in related mergers: Post-merger integration in the high-tech industry. International Journal of Organizational Analysis19, 202–221.

Weber, Y., Tarba, S.Y., and Oberg, C. (2013). A Comprehensive Guide to Mergers and Acquisitions: Managing the Critical Success Factors Across Every Stage of the M&A Process. USA & UK: Financial Times Press.

Submissions:

All papers will be subject to double-blind peer review, according to author guidelines available at : http://www.emeraldgrouppublishing.com/products/journals/journals.htm?id=cr

 Submissions to Competitiveness Review are made using ScholarOne Manuscripts: http://mc.manuscriptcentral.com/comprev (please select the correct special issue from the drop-down menu)

Submission deadline: March 31, 2015. However, earlier submissions are encouraged.

The review process will take approximately up to 6 months.

About the special issue editors

Tamar Almor (talmor@colman.ac.ilis a professor of Strategic Management and International Entrepreneurship at School of Business Administration, College of Management, Israel. She received her PhD from Tel-Aviv University, Israel. Her research interests include new entrepreneurial ventures, born global firms, innovation strategies, and mergers and acquisitions. Her work has been published in journals such as Journal of International Business Studies, Management International Review, Human Relations, Research Policy, International Business ReviewInternational Studies of Management & Organization, Journal of International ManagementThunderbird International Business Review, and others.

Shlomo Y. Tarba (s.tarba@sheffield.ac.ukis a Lecturer in Strategic Management at the Management School, University of Sheffield, UK. He received his PhD in Strategic Management from Ben-Gurion University and Master's in Biotechnology degree at the Hebrew University of Jerusalem, Israel. His research interests include strategic agility, born global firms, organizational ambidexterity and innovation, and mergers and acquisitions.

His research papers are published/forthcoming in journals such as Journal of Management, Academy of Management Perspectives, Management International Review, California Management Review, International Business Review, International Journal of Human Resource Management, Thunderbird International Business Review, International Studies of Management & Organization, Human Resource Management Review, and others.

The Japanese economy faced numerous challenges in the past decades. Among them are severe shocks caused by natural disasters and by domestic and international financial crises, but also long-term fundamental transformations like demographic change, globalization and digitalization as well as economic reforms addressing the labor market, corporate governance and employment practices. In this special issue, we want to take stock of how the changes in the economic, regulatory, technological and international environment affected the Japanese employment system (system level), and the recruitment, management and development of human resources (management level) since the year 2000. Papers may either address the system or management level. We aim at an overall balance between system and management level analyses.

Guiding questions are:

  • To what extent did adjustments occur?
  • To what extent did they differ across industries and firms?
  • To what extent do we see continuity?

Multi-disciplinary perspectives and a wide range of research methodologies (such as literature reviews, qualitative or quantitative studies) are welcome. All papers (max 6000 words each) will go through a double-blind peer-review process.

Keywords: Japanese Employment System, Japanese Labor Markets, Japanese Management, Japanese Human Resource Management, Lifetime Employment.

Deadline for manuscript transmissions: July 31, 2019

Please send your manuscript to parissa@haghirian.com

Editor: Dr. Parissa HaghirianProfessor of International ManagementSophia University, Japan www.haghirian.com

50th Anniversary Special Issue of the Journal of International Business Studies

Tentative publication date:   late 2019

The Academy of International Business (AIB) is a social community of scholars dedicated to creating and disseminating knowledge on international business (IB) challenges, with JIBS as its main, global conduit for publishing leading research.

In 2019, JIBS will be celebrating its 50th anniversary. The 50th year anniversary issue of the journal will address the broad issue of ‘Changing the World: How IB Research Makes a Difference.’ The anniversary issue will include scholarly pieces that can be theoretical in nature, empirical, or managerially oriented. Each paper will showcase how the research presented has made a difference to changing the world in a tangible fashion (retrospective work) or could do so in the foreseeable future (prospective work). The ‘world’ can refer to an entire subfield of IB research and teaching, or to mainstream managerial practice, or both. A few examples of past IB research that clearly meets the ‘changing the world’ criterion, include C. Bartlett and S. Ghoshal’s work on the transnational solution; G. Hofstede’s work on culture’s consequences; W.C. Kim and R. Mauborgne’s work on procedural justice in multinational enterprises; and S. Zaheer’s work on overcoming the liability of foreignness.

However, IB research making a difference should be interpreted generously, especially for prospective work aimed at transforming contemporary academic discourse or managerial practice. The work of IB researchers provides insight on IB phenomena, but whether an entire subfield of IB research and teaching, or mainstream managerial practice will be significantly altered by this insight, is never guaranteed. For example, in the face of well-researched, unambiguous conclusions on linkages between specific managerial actions and performance (or the absence thereof), mistaken views from the past might still reign for long periods of time, whether in research and teaching, or in managerial practice.

The JIBS Editors will consider work that includes how IB research is affecting – or is constructively interacting with – functional fields in management and other social sciences, so as to address more effectively critical IB subject matter. The subject matter studied can range from micro-foundational challenges to society’s grand questions. The reference to ‘critical’ subject matter means that the work should have major implications for our understanding of the governance, the strategy or the performance of internationally operating firms. Of special interest is work on internationally operating firms that goes against common perceptions, and that provides balanced analysis of the costs and benefits of particular managerial choices or courses of action. One example is analysis of the vulnerability of MNE networks and value chains, rather than the supposed market power thereof. A second example is integrative analysis of entry strategy (including mode mixes and in-depth study of firms’ entire foreign-operations portfolios) and the effects of compounded distance, seldom found in past research. A third example includes fact-based analysis of the outcomes of firm-level, industry-level and macro-level decisions and actions fostering globalization or de-globalization. Of particular interest is also how IB research can make a tangible difference in the practice of management, whether by increasing economic efficiency, creating better outcomes for a variety of stakeholders, or even improving the welfare of mankind broadly construed.

As regards theoretical papers, the JIBS Editors have a preference for path-breaking work, rather than incremental contributions, though radical new ideas should be solidly grounded in extant research. For empirical work, the JIBS Editors would like to see submissions that build mainly on primary data, rather than secondary data, in order to maximize the likelihood of truly path-breaking work, and with the authors having an unambiguously strong command of their data. Finally, papers with a distinct managerial flavor have been a hallmark of JIBS since 1970. In keeping with this tradition, the anniversary issue aims to include pieces that combine ‘state-of-the-art’ scholarly insight with important, evidence-based recommendations for management. As noted above, retrospective work, credibly documenting achievements of IB research in truly ‘making a difference’, will also receive full consideration.

The JIBS Editors are inviting submissions aligned with the ‘changing the world’ theme, and subject to the above qualifications, in three tracks.

Track 1: Theory papers making distinct contributions to the ‘changing the world’ theme, by recombining elements of IB theory with state-of-the-art findings from functional fields in management and from other social sciences.

Track 2: Empirical papers making distinct contributions to the ‘changing the world’ theme, by building mainly on primary data, and providing truly novel insight into the critical subject matter covered.

Track 3: Managerial-practice oriented papers making distinct contributions to the ‘changing the world’ theme, through evidence-based guidance on how to improve the governance, strategy or performance of internationally operating firms.

Submission Process and Deadlines

All manuscripts for the JIBS 50th Anniversary Issue will be reviewed as a cohort. Manuscripts must be submitted during the period July 9–20, 2018, to: http://mc.manuscriptcentral.com/jibs

All submissions will go through a first, fast-track evaluation round, conducted by the JIBS Reviewing Editor and Editor-in-Chief, to assess the suitability for the Anniversary Issue. Papers viewed as being sufficiently aligned with the ‘changing the world’ goals will be assigned to a member of the JIBS Editors team for further evaluation and subjected to double-blind review. High-quality submissions insufficiently aligned with the anniversary issue’s goals will be reassigned to the standard evaluation process for regular JIBS issues.

It is anticipated that a formal workshop will be organized for the papers that have passed the first round of double-blind reviews, in order to provide editorial guidance for additional revisions. This workshop will likely be organized in late 2018.

For more information about this Call for Papers, please contact the JIBS Managing Editor (managing-editor@jibs.net).

Chapman University invites nominations, expressions of interest, and applications for the position of dean of the Argyros School of Business and Economics (The Argyros School).

Chapman University is a mid-sized, private university with a total undergraduate and graduate enrollment of over 8,000 students. As a nationally-ranked business school, The Argyros School provides students and alumni with unmatched access to exceptional teachers and scholars, a network of top executives, and opportunities for practice-based business education in one of the nation's most dynamic business communities. The Argyros School is centrally located in Orange County, California, a diverse economic hub home to over 90,000 businesses. Setting it apart from its peers is its strong corporate partnerships, experiential learning opportunities, and distinguished faculty. With a student-centered focus, The Argyros School of Business and Economics has positioned itself as an industry expert and trusted partner to the business community. Integral to these relationships and to the identity of The Argyros School is The Economic Science Institute, an academic center dedicated to understanding economics through hands-on experimental research and collaborative study.

Reporting directly to the provost, the dean of The Argyros School is responsible for developing a clear and strategic vision for the school as it advances in rank, reputation, and student quality. By leveraging its existing competitive programs, developing new programs to meet the evolving needs of students, and engaging in state-of-the-art research, The Argyros School will continue to differentiate itself as a distinctive brand and grow as a local, national, and international presence.

The dean will be a visible, externally-facing champion of the Argyros School focused on building and maintaining lasting partnerships with the business community. These partnerships will provide opportunities for student internships and job placement, but will also serve as building blocks for student recruitment and resource generation, two key priorities moving forward. The successful candidate will have a clear understanding of the global business and academic environment, and an ability to anticipate market trends, and apply market data to innovate future programming. Also of critical importance is a demonstrated commitment to successful student outcomes. The next dean should have a student-centric focus and identify, develop, and implement career-readiness strategies and programming to ensure job placement and career advancement for students upon graduation. She or he will be an academic leader, dedicated to nurturing the faculty’s scholarly activities and the academic reputation of the School. Key to the incoming dean’s success will be the ability to inspire and motivate faculty, staff, and students through collaborative, team-oriented leadership. She or he should demonstrate significant administrative management experience. A thorough understanding of the academic environment is preferred.

Inquiries, nominations and applications are invited. Review of applications will begin immediately and will continue until the position is filled. For fullest consideration, applicant materials should be received by January 27, 2017.

Candidates should provide a curriculum vitae, a letter of application that addresses the responsibilities and requirements described in the leadership profile, and the names and contact information of five references. References will not be contacted without prior knowledge and approval of candidates. These materials should be sent electronically via e-mail to Chapman University’s consultants Zachary A. Smith, Ph.D. and Sophie Stava at ChapmanBusinessDean@wittkieffer.com. Questions may also be directed to the consultants through the office of Eden Stroud at 630-575-6154. Chapman University is an equal opportunity employer committed to fostering a diverse and inclusive academic global community.

The University is dedicated to enhancing diversity and inclusion in all aspects of recruitment and employment. All qualified applicants will receive consideration for employment without regard to race, color, religion, age, sex, sexual orientation, gender identity, gender expression, national origin, ancestry, citizenship status, physical disability, mental disability, medical condition, military and veteran status, marital status, pregnancy, genetic information or any other characteristic protected by state or federal law. The University is committed to achieving a diverse faculty and staff and encourages members of underrepresented groups to apply.

The China Europe International Business School (CEIBS) invites applications for associate/full professor positions in strategy. We are also open to applications in the Corporate Social Responsibility (CSR) area with at least three years of post-PhD experience. The successful applicants are expected to teach related courses for MBA and EMBA students, and executive education program participants, and to be active in scholarly activities.

The applicants must meet the following qualifications: (1) hold doctorates in related fields, (2) have published in top-tier academic journals, and (3) have a strong commitment to teaching excellence.

Compensation is internationally competitive and commensurate with qualifications. To apply, please forward your cover letter, curriculum vitae, and samples of published or working papers to Ms. Daisy Li of the Dean's Office at ldaisy@ceibs.edu. Chronicles and HigherEd Jobs Applications are accepted throughout the year until the positions are filled.

CEIBS (www.ceibs.edu), a non-profit joint venture established in 1994 by the Chinese Government and the European Union, is the leading China-based international business school with MBA (ranked No. 11 worldwide by Financial Times in Jan. 2015), EMBA (ranked No. 10 worldwide by Financial Times in Nov. 2014) as well as Executive Education programs. CEIBS has its main campus in Shanghai, a second campus in Beijing as well as operations in Shenzhen, Zurich, and Accra, Ghana. CEIBS is committed to teaching and research excellence to educate responsible leaders versed in "China Depth, Global Breadth".

The Academy of Chinese Energy Strategy (ACES) is a newly established school within the China University of Petroleum at Beijing that conducts basic social sciences research on energy, educates graduate students and professionals, and offers consulting services in the areas of energy strategy and policy. The former minster of National Energy Administration, Mr. ZHANG Guobao has been invited to be the first dean.

In 2013, the school plans to hire four established or young scholars with overseas experiences or with an interdisciplinary background.
A. Economics or Related Disciplines
     Requires a Ph.D. from a top-tier Chinese or overseas university and strong research ability.  Preferences will be given to   those with a background in energy economics or international economics.

B.  Management
     Requires a Ph.D. from a top-tier Chinese or overseas university in the fields of strategic management, management science, or Industrial engineering, or engineering economics as well as strong capability in research and project management.

C.  International Relations
    Requires a Ph.D. from a top-tier Chinese or overseas university in the areas of international politics or international relations and academic publications in the fields of political sciences or international relations.  Candidates must have a background in economics or international political economy.

To apply, candidates must submit: (1) a CV, (2) a brief summary of main research achievements and publications in the past five years.  Candidates who pass an initial screen will be invited for a campus visit. The application deadline will be on the end of March, 2013.

Management and Organization Review
Research Frontiers Conference and Paper Development Workshop on ‘China’s Outward Foreign Direct Investment to Africa’

September 9–12, 2021 *NEW DATES*
Local Host: Gordon Institute of Business Science, University of Pretoria

Conference Organizers and Program Committee

Helena Barnard,1 Arie Y. Lewin,2 Elizabeth L. Rose,3 and Hinrich Voss4
1University of Pretoria, 2Duke University, 3Leeds University, and 4HEC Montreal

Co-Sponsors

Asia Pacific Studies Institute, Duke University
Centre for International Business at the University of Leeds (CIBUL), University of Leeds
China Business Studies Initiative, University of San Francisco
China Europe International Business School (CEIBS), Africa (Ghana Campus)
Technology and Management Centre for Development (TMCD), Oxford University

Submission Deadline (full paper): May 5, 2021 *NEW DEADLINE*

Conference Format

The conference will follow a hybrid format.

·         There will be 4-hour sessions online on each of the four days of the conference during the American morning, African/European afternoon, and Asian evening. That is when paper presentations and panels will take place.

·         For delegates who attend in person, there will be three experiential ‘learning journeys’ in the South African morning. For example, the ties between South Africa and China go back to the discovery of gold. Chinese laborers worked on the gold mines – and a small group stayed. One learning journey will explore that history.

·         Paper development sessions will be done in person or online as per the need.

Delegates will receive notification that papers are accepted by June 9. Deadline for confirming participation is June 30.

However, delegates have until July 20 to decide whether to attend in person or online. The conference registration fee is US$ 100 whether delegates attend in person or online. Delegates will need to pay for travel, accommodation, and meals if they decide to attend in person.

 

CALL FOR PAPERS

Chinese investment is transforming the African landscape. Pot-holed roads are being replaced by double-lane highways. In urban areas, Chinese-built office complexes, hotels, and shopping malls are an increasingly common sight and in even remote rural areas, Chinese traders are selling Chinese-made essentials to locals. Africa is the last frontier to offer abundant investment opportunities to an economy with national capabilities in executing large-scale infrastructure projects.

FDI projects in Africa are an integral aspect of the Bridge and Belt globalization national initiative. It contributes to maintaining employment of Chinese workers in strategically important infrastructure industries, an important national consideration as China balances the transition to a service economy, increased domestic consumption, spiralling domestic debt and an ageing population. China, being the largest foreign investor in Africa, has attracted mixed views from inside and outside Africa for its investment on this continent and has been criticized by Western Countries for neo- colonialization behavior.

China OFDI into Africa helps create new opportunities given current environment in China and is taking place in an era during which global economic activity is transforming. A range of pressures suggest increasing de-globalization that will transform global trade, give rise to more regional trade compacts, and redefine global value chains. This highlights the huge opportunities for the development of technologically less advanced economies – markets.

European and American multinationals have been slow to take advantage of investment opportunities in Africa. Large-scale infrastructure development requires huge capital investment financing. The Western developed economies are either not willing or not able to match China OFDI policies for such projects. Even when financing can be arranged, there has been a lack of interest and the quite recent colonial history complicates the relationship between Africa and especially European countries.

This does not mean that reported concerns of neo-colonialism and power dependencies are absent from the China/Africa relationship. Facing the pressures of economic development and projected population growth, many African countries are attracted to the top-down state capitalism approach exemplified by the history of China since opening up in 1978 and by President Xi’s aspirations for China to challenge the dominance of the US. Chinese FDI into Africa also reinforces an affinity between countries that question the efficacy of liberal democratic institutional configurations in how they govern. In an era of increasing populism, rising forces of de-globalization and the ratcheting economic competition between the US and China, such an affinity has far-reaching implications.

The MOR Research Frontiers Conference on China OFDI to Africa is therefore seeking papers that provide insight into why and how Chinese FDI into Africa is playing out. Especially welcome are scholars whose research can contribute to elucidate how Africans understand Chinese FDI on their continent, as well as exploration of the Chinese perspective. The conference seeks to feature rigorous scholarly contributions, including micro perspectives of how individuals experience Africa/China interactions, large-scale macro perspectives on the phenomenon, conceptual contributions, and qualitative case studies. But beyond that, we do not wish to impose specific themes or research questions.

SPECIAL ISSUE

Guest Editors

Helena Barnard,1 Abdoulkadre Ado,2 Peter Ping Li,3 Stephan Manning,4 and Michael A. Witt5
1University of Pretoria, 2University of Ottawa, 3Nottingham University Ningbo China 4University of Sussex, and 5INSEAD

A special issue of MOR focused on exploring the history, experience, and implications of Chinese FDI into Africa is already in process. This Management and Organization Review research frontiers conference and paper development workshop will also feed into that special issue. Given the wide range of topics, disciplinary perspectives, empirical approaches, and the nature of the questions raised by Chinese FDI into Africa, the hope is to attract scholars from a range of disciplines such as international business, political science, corporate strategy, organization theory, cross cultural research, social movements, and others. 

Exemplary contributions from the conference will be considered for the special issue.

Submission Information

Please submit full papers by May 5, 2021 via the MOR submission website by selecting the ‘China Outward FDI in Africa’ special issue designation: https://mc.manuscriptcentral.com/mor

It is important that all papers conform to MOR’s submission requirements.

China has firmly installed itself as a key player in the world trade and investment arena. Not even four decades since its opening up, it has surpassed Germany and the United States to become the world’s largest exporter. Adding to this, it has recently become the world’s largest recipient of foreign direct investment (FDI) as well as the largest source of outward FDI (if Hong Kong is included). Originally, the key driver of China’s growing clout in international economy has been its export-led growth strategy. From the onset of its open-door policy in the early eighties, China has made attraction of export-oriented FDI a key element of its development path. Abundant supplies of low-cost labor and artificially cheap inputs to production, as well as an undervalued currency, contributed to China’s attraction of FDI and its comparative advantage in low-skilled exports. Decades of rapid economic growth, however, are now threatening to undermine China’s export-led growth. Rising labor costs (especially in the coastal area), tightening regulations and currency appreciation have gradually eroded China’s comparative advantage in low-skilled exports. As a consequence, China has spent significant resources trying to rebalance its economy by moving from an export-led growth strategy to a consumption-led growth model and by pushing the companies to upgrade their activities up a global value chain.

The new trends beg a serious question how China’s Great Rebalancing Act affects the country’s integration in the world economy. Is China’s growing middle class changing the type of FDI that it is able to attract? Is China’s export sector moving up the value chain and specializing in higher-skilled activities such as innovation? What explains the massive rise of Chinese outward FDI? And how does all this matter for China’s economic performance?

This special issue aims to provide insights into these questions by exploring and explaining new trends in China’s exports, FDI inflows and outflows. We welcome both theoretical and empirical contributions adopting different perspectives, and focusing on different levels of analysis and research methodologies. Particularly, we welcome empirical papers that make use of original data and that can explain their findings non-technically and for wider audiences. Possible research questions that would suit to this special issue include but are not limited to the following: What is the impact of inward FDI on investment, innovation and industrial sophistication in China? What is the impact of outward FDI on China’s economic integration and development? How do China’s shift towards services and the emergency of the middle class affect FDI flows and global economy?

The submission deadline for this special issue is 31 August 2016. Potential author(s) are encouraged to send us a proposal or abstract for pre-review by 31 May 2016 to the Managing (Guest) Editor(s) at tncr.special@gmail.com with an email subject “China CER Special”.

When China's leaders surveyed their development prospects at the onset of the twenty-first century, they reached an increasingly obvious conclusion, namely that their current economic development strategy, heavily dependent on natural resources, fossil fuel, exports based on cheap labour, and extensive capital investment, was no longer viable or attractive. For a range of pressing competitiveness, national security, and sustainability reasons, they decided to shift gears and as a result have embarked on an effort to move their country in the direction of building a so-called “knowledge-based economy”; in this new model, innovation and high-end talent are positioned as the new primary drivers of enhanced economic performance. Underlying this transition also seems to be a rather pervasive sense of urgency about the need for China to catch up more quickly with the rest of the world, especially in terms of science and technology (S&T) capabilities. In fact, the top echelon of Chinese leaders, foremost among them both President Hu Jintao and Premier Wen Jiabao, has recognized that enhancing innovation performance and harnessing the country's huge talent resources are crucial to China's ability to cope with an increasingly competitive international environment, build a comprehensively well-off and harmonious society and, more importantly, consolidate and fortify the ruling base of the Chinese Communist Party (CCP).

At the core of China's efforts to enhance its R&D capabilities and performance lies the steadily evolving Chinese national innovation system (NIS). Since the 1980s, there has emerged a growing literature in the West regarding the concept of the NIS; this literature has formed the focal point for Chinese efforts at both the national and local level to develop and enhance their own indigenous capabilities, science and technology. China's NIS differs from those in other developed countries, not only in organizational terms (Yifei, 2002), but also in terms of the strategic role of the innovation system in China's efforts to advance its national S&T capabilities. In 2006, the State Council announced the launch of the 15-year “Medium-to-Long-term Plan Outline for the Development of National Science and Technology (2006-2020)” (MLP) to promote more rapidly China's scientific and technological progress (Ministry of Science and Technology of the PRC, 2006). A key goal of the MLP is to “push forward the comprehensive establishment of a national innovation system with Chinese characteristics.” Understanding precisely what is meant by “Chinese characteristics” reveals much about the nature of innovation in China. It also will promote greater understanding of the steadily more pivotal role of the enterprise in driving the overall performance and productivity of China's NIS.

As of 2009, this new, very strong emphasis on innovation, talent and high-end knowledge seems to have begun to pay off, as China has built an indigenous innovation system that is very different from the Soviet-inspired one that existed for most of the Maoist era and well into the era of Deng Xiaoping. In fact, it is increasingly clear that China is now not only better positioned for, but also steadily more confident about, becoming a true technological power on both regional and global levels. In fact, one can now identify several new, emerging pockets of excellence across the spectrum of Chinese industries and technologies. Moreover, it is also obvious to Chinese scientific leaders that the country's recent progress and future potential can be explicitly attributed to the increasing role of the nation's talent assets. It is quite clear that China already has begun to move away from being the so- called “factory to the world.” Increasingly, China is relying more on brainpower than brawn to drive and shape its economic future. In this regard, the rise of China as a global technological power, even taking into account many of the PRC's prevailing shortcomings, is have important consequences for the country internally as well as externally. In this context, we might ask, is China really poised to become a substantial force in global innovation? In which fields is China likely to make its impact felt most? What might be the specific implications for China of having a more dynamic, proactive science and engineering talent pool? And what broad potential impact will China's innovation on global technological competition and international technological advance during the first part of the twenty-first century?

This special issue calls for papers that review and highlight the workings and performance of China's national innovation system at both the macro and micro levels. We are looking precisely for papers that can highlight the strengths and weaknesses of the Chinese innovation system in terms of organizational structure and performance; management of R&D in specific sectors; handling of S&T budgets and financial resources; supply, demand and utilization of scientific and engineering talent; and China's evolving role and positioning in the global innovation system. Both industry and enterprise case studies and technology-oriented research are welcome. Contributions by scholars from Mainland China are particularly encouraged. An internal Chinese perspective on the structure, operation and management of R&D in China from a so-called “insider point of view” will greatly enhance our knowledge about the operation and performance of the innovation system, including both its limits and its potential.

The primary criterion for consideration of publication is that manuscripts should be on research and application, and must be grounded in organizations operating in China. Contributed manuscripts may deal with, but are not restricted to, the following:

* The “culture of creativity” and its limits in the Chinese research environment.
* Innovation and the challenges of technological entrepreneurship.
* Innovative performance of small versus large firms in China.
* Case studies regarding the operation and performance of foreign R&D centres in China.
* The supply, demand and utilization of high end talent, including the role of returnees in altering the innovation environment.
* Case studies of indigenous innovation across one to two technology fields.
* Analysis and assessment of the enterprise R&D environment.


Submission guidelines
All manuscripts should be prepared according to the Chinese Management Studies author guidelines located at: www.emeraldinsight.com/cms.htm. All papers will be double blind reviewed following the journal's normal review procedure.

The deadline for submission of manuscripts is: 1 April 2010.

Submissions must be made using the ScholarOne Manuscript Central system: http://mc.manuscriptcentral.com/cms

Please direct enquiries to: Professor Denis Fred Simon, Penn State University: dfs12@psu.edu



References
Ministry of Science and Technology of the People's Republic of China (2006), ``Medium-to-Long-term Plan Outline for the Development of National Science and Technology (2006-2020) (MLP)'', China Science and Technology Newsletter, No. 456, February 9.
Yifei, S. (2002), ``China's national innovation system in transition'' Eurasian Geography and Economics, Vol. 43, pp. 476-93.

Bibliography
Cao, C., Suttmeier, R.P., and Simon, D. (2006), ``China's 15-year science and technology plan'', Physics Today, December.
Rowen, H.S. (Ed.) (2008), Greater China's Quest for Innovation, Shorenstein Asia-Pacific Center, Stanford University, Stanford, CA.
Simon, D.F. and Cao, C., China's Emerging Technological Edge: Assessing the Role of High-End Talent, Cambridge University Press, Cambridge.
Suttmeier, R.P., Cao, C. and Simon, D. (2006a), ``China's Super Science Center: knowledge innovation and the remaking of the Chinese Academy of Sciences'', Science, April.
Suttmeier, R.P., Cao, C. and Simon, D. (2006b), ``China's innovation challenge and the re-making of the Chinese Academy of Sciences'', Innovations, December.
Thomson, R.E. and Sigurdson, J. (Eds) (2008), China's Science and Technology Sector, World Scientific Publishing, Singapore.

Applications are invited to fill the position of Post-doctoral Fellow at the Center for International Business Studies, Department of Management, the Chinese University of Hong Kong.

Applicants should have (i) a PhD in management, international business or related disciplines; (ii) an excellent command of English (and knowledge of Chinese is a plus); (iii) advanced statistical skills (candidates should be able to use advanced statistical programs such as SPSS, SAS, STATA, etc.).

The appointee will (a) work under the supervision of one or more experienced faculty members in the Department of Management in the field of strategy and international business; and (b) be responsible for literature review, conceptualizing research questions, data analysis, and drafting of manuscripts. Possible project topics include: internationalization and regionalization strategy and process of Chinese firms and business groups; historical ties between countries and foreign direct investment; institutional environment and international acquisitions; and foreign multinational firms' strategy and performance in emerging markets.

Appointment will be made on contract basis for six to nine months commencing January 2012, renewable subject to mutual agreement. Salary will be highly competitive, commensurate with qualifications and experience.

Further information about the Centre is available at www.baf.cuhk.edu.hk/research/cibs

Please send in your CV by email to Center Director, Prof. Chung Ming Lau, Department of Management at cmlau@cuhk.edu.hk.

The Department of Management at Chinese University of Hong Kong invites applications and nominations for a tenure-track appointment to begin in Fall 2012 subject to budget approval. The rank of the appointment is open to assistant, associate, and full professor. We welcome applications from candidates engaged in high-quality scholarship in all areas of management, including entrepreneurship, human resource management, international management, organization behavior, and strategic management.

Applicants should have a Ph.D. in Management or a closely related discipline. Candidates should be strongly committed to excellence in scholarly research, teaching and service. Appointment at associate and full professor levels requires an academically qualified scholar of national and international stature. Responsibilities include publishing high-quality scholarly research, teaching management courses at undergraduate and graduate levels, and participation in academic and professional activities. The appointee is also encouraged to apply for external funding to support research endeavors. Salary will be highly competitive, commensurate with qualifications and experience. The University offers a comprehensive fringe benefit package.

The Department focuses on management education and research with specific relevance to the Asia-Pacific region.  It comprises a team of academics with extensive international experience who engage in a wide range of research projects related to organizational behaviour, human resource management, strategic management, international management and entrepreneurship.  Ranked as a world leader in international business research, the Department is a founding member of the Asia Academy of Management, an academic organization that fosters management education and research in the region.  The Center for International Business (CIBS) was established in 2009 to further enhance international business research of the Department.  Further information about the Department and CIBS is available at http://www.baf.cuhk.edu.hk/school-department/management.shtml

Review of applications will begin immediately until the position is filled.  To be considered for the position, submit letter of application and curriculum vitae (plus evidence of teaching ability and sample of publication, if any) to Daphne Yiu at dyiu@cuhk.edu.hk.

Some of our faculty members will be attending the AoM meeting at San Antonio. If you wish to have a meeting with them, please send us a mail by August 9, 2011.

The Department of Management at the Chinese University of Hong Kong invites applications for two tenure-track positions at the Assistant Professor or Associate Professor levels. We welcome applications from candidates engaged in high-quality scholarship in areas of international management, organizational behavior/human resources management, and strategic management. Applicants should have a Ph.D. in International Business, Management or a closely related discipline. Candidates should be strongly committed to excellence in scholarly research, teaching and service. Appointment at associate professor level requires an academically qualified scholar of national and international stature.

Responsibilities include publishing high-quality scholarly research, teaching management courses at undergraduate and graduate levels (e.g. MBA, EMBA), and participation in academic and professional activities. The appointee is also encouraged to apply for external funding to support research endeavors.

Salary will be highly competitive, commensurate with qualifications and experience. The University offers a comprehensive fringe benefit package including housing allowance and medical insurance, and a 15% contract-end gratuity for an appointment of two years or longer.

The Department’s major research strengths center on the areas of cross-cultural and comparative management with a special focus on the Asia-Pacific region, in particular China and Hong Kong. It comprises a team of academics with diverse ethnicity and extensive international experience who engage in a wide range of management research in entrepreneurship, human resources management, international management, organizational behavior, and strategic management. We have a proven record of excellence in international business and general management research (See http://www.bschool.cuhk.edu.hk/school-department/management-research-achievements-international-business.shtml). Besides, the Department is a founding member of the Asia Academy of Management, an academic organization that fosters management education and research in the region. The Center for International Business Studies (CIBS) was established in 2009 to further enhance international business research of the Department. Further information about the Department and CIBS is available at http://www.bschool.cuhk.edu.hk/school-department/management.shtml.

Review of applications will begin immediately until 30 September, 2014. Please submit letter of application and curriculum vitae (plus evidence of teaching ability and sample of publications, if any) to the department chairman, Professor Gongming Qian, at qian@baf.msmail.cuhk.edu.hk preferably by 10 June 2014 to be considered for interviews at the Academy of International Business Annual Meeting, and by 20 July, 2014 to be considered for interviews at the Academy of Management Annual Meeting. Applications later than these two dates are welcome and will be considered on an individual basis.

The Department of Management at the Chinese University of Hong Kong invites applications for tenure-track positions at the ALL levels. We welcome applications from candidates engaged in high-quality scholarship in areas of corporate social responsibility, entrepreneurship, international management, organizational behaviour/human resources management, and strategic management.

Applicants should have a Ph.D. in International Business, Management or a closely related discipline. Candidates should be strongly committed to excellence in scholarly research, teaching and service. Appointment at associate professor level or above requires an academically qualified scholarship of national and international stature. Responsibilities include publishing high-quality scholarly research, teaching management courses at undergraduate and graduate levels (e.g. MBA, EMBA), Ph.D. student supervision, and participation in academic and professional activities. The appointee is also encouraged to apply for external funding to support research endeavors. Salary will be highly competitive, commensurate with qualifications and experience. The University offers a comprehensive fringe benefit package including housing allowance and medical insurance, and a 15% contract-end gratuity for an appointment of two years or longer.

About the Chinese University of Hong Kong

CUHK Business School is one of the first two business schools in Asia accredited by The Association to Advance Collegiate Schools of Business (AACSB). CUHK is also the only university of Hong Kong that is an invited member of the Worldwide Universities Network. The CUHK EMBA program was ranked the 24th in the Financial Times Global Executive MBA Rankings 2014, and the Full-time MBA program was ranked the 30th in Financial Times Global Rankings 2015. In QS World University Rankings 2014, CUHK was ranked the 46th in the world and the 6th in Asia.

About the Department

The Department’s major research strengths center on the areas of international and organizational management with a special focus on the Asia-Pacific region, in particular China and Hong Kong. It comprises a team of academics with diverse ethnicity and extensive international experience who engage in a wide range of management research in entrepreneurship, human resources management, international management, organizational behaviour, and strategic management. We have a proven record of excellence in international business and general management research (See http://www.bschool.cuhk.edu.hk/school-department/management-research-achievements-international-business.shtml). In the UTD Ranking 2015, our department is ranked No. 1 worldwide based on publication counts in Journal of International Business Studies, a top international business journal, for the period of 1995-2015. Besides, the Department is a founding member of the Asia Academy of Management, an academic organization that fosters management education and research in the region. The Center for International Business Studies (CIBS) was established in 2009 to further enhance international business research of the Department. Further information about the Department and CIBS is available at http://www.bschool.cuhk.edu.hk/school-department/management.shtml).

The proposed position is pending on subject approval, but review of applications will begin immediately until 30 November, 2015. Please submit letter of application and curriculum vitae (plus evidence of teaching ability and sample of publications, if any) to the department chairman, Professor Gongming Qian, at qian@baf.msmail.cuhk.edu.hk.  Our department will hold a reception at the 75th Academy of Management Annual Meeting with details below:

Date:              August 10, 2015 (Monday)

Time:             6:00 – 8:00 p.m.

Venue:           Waterfront Ballroom C, Fairmont Waterfront Hotel, Vancouver

Interested applicants are welcome to come to the reception and talk to our department representatives (Prof. Gordon Cheung, Prof. Ping-Ping Fu, Prof. Sophia Jeong, Dr. Joyce Iun, Prof. Dora Lau, Prof. Kenneth Law, Prof. Xufei Ma, Prof. Hang-Yue Ngo, and Prof. Daphne Yiu).

The Department of Management at the Chinese University of Hong Kong invites applications for an appointment of assistant/associate professor. We welcome applications from candidates engaged in high-quality scholarship in areas of international business, strategic management, and leadership. 

Applicants should have a Ph.D. in Management or a closely related discipline. Candidates should be strongly committed to excellence in scholarly research, teaching and service. Appointment at associate professor level requires an academically qualified scholar of national and international stature. Responsibilities include publishing high-quality scholarly research, teaching management courses at undergraduate and graduate levels (e.g. MBA, EMBA), and participation in academic and professional activities. The appointee is also encouraged to apply for external funding to support research endeavors. Salary will be highly competitive, commensurate with qualifications and experience. The University offers a comprehensive fringe benefit package.

The Department of Management focuses on management education and research with specific relevance to the Asia-Pacific region.  It comprises a team of academics with extensive international experience who engage in a wide range of research projects related to leadership, organizational behaviour, human resource management, strategic management, international management and entrepreneurship.  Ranked as a world leader in international business research, the Department is a founding member of the Asia Academy of Management, an academic organization that fosters management education and research in the region.  The Center for International Business Studies (CIBS) was established in 2009 to further enhance international business research of the Department.  Further information about the Department and CIBS is available at http://www.cuhk.edu.hk/mgt.

Review of applications will begin immediately until the position is filled.  To be considered for the position, please submit letter of application and curriculum vitae (plus evidence of teaching ability and sample of publication, if any) to Gongming Qian at qian@baf.msmail.cuhk.edu.hk.  Some of our faculty members will be attending the AoM meeting at Orlando. If you wish to have a meeting with them, please send us a mail by August 1st, 2013.

Positions and Areas

The Department of Management at the Chinese University of Hong Kong invites applications for tenure-track Assistant Professor positions. We welcome applications from both fresh Ph.D. graduates and experienced assistant professors who are engaged in high-quality scholarship in different management areas such as corporate social responsibility, entrepreneurship, human resources, innovation management, international management, organizational behavior, and strategic management.

Qualifications

Applicants should possess an earned doctorate in management or a related discipline. Candidates should be strongly committed to excellence in scholarly research, teaching and service. Applicants for the experienced Assistant Professor level should possess a publication record commensurate with the years of experience. Responsibilities include publishing high-quality scholarly research, teaching management courses at the undergraduate and/or graduate levels, and participation in academic and professional activities. The appointee is also encouraged to apply for external funding to support research endeavors.

Remuneration and Support

Successful candidates will be offered a competitive salary commensurate with their qualifications and experience. In addition, the University offers a comprehensive fringe benefit package including housing allowance and medical insurance, and a 15% contract-end gratuity for an appointment of three years or longer. Appointment will initially be made on contract basis for up to three years commencing August 2020, which, subject to mutual agreement, may lead to longer-term appointment or substantiation later.

Besides, 3 course load per year, startup research fund, teaching and administrative assistance, academic leaves, and mentorship will be provided.

About the Chinese University of Hong Kong

CUHK Business School is a world-leading business school and a pioneer in business education in Hong Kong. Since its establishment in Hong Kong in 1963, the CUHK Business School has gained world recognition of nurturing business leaders with immense contributions in Asia Pacific.

The Business School has been offering a comprehensive range of undergraduate and postgraduate programmes (MBA, MSc, EMBA, MPhil, PhD) with over 4,600 students, as well as executive education. It has one of the most extensive alumni networks in the region, with over 34,000 alumni around the world. It comprises two Schools and four Departments.

About the Department

The Department of Management advances the vision of the CUHK Business School, “To develop global business leaders for the Asian Century”, through transformative educational programs, impactful research and knowledge, and our presence and touch with the community and society. The Department’s major research strengths center on the areas of international and organizational management with a special focus on the Asia-Pacific region, in particular China and Hong Kong. It comprises a team of academics with diverse ethnicity and extensive international experience who engage in a wide range of management research in entrepreneurship, human resources management, international management, organizational behavior, and strategic management. The Department is ranked the 2nd worldwide in international business research (in terms of publication count in the Journal of International Business Studies) for the period of 1970-2016. According to the latest UTD Ranking (2019), based on publication counts in the four top-tier management journals (Academy of Management Journal, Organization Science, Journal of International Business Studies, and Strategic Management Journal), 1995-2019, CUHK is ranked the 42nd  worldwide.

Department members actively play a leading role in the academic field. Professor Daphne Yiu will serve as Associate Editor of Academy of Management Journal, Professor William Wan as Associate Editor of Journal of Management, and Professor Kenneth Law as Consulting Editor of Journal of Occupational and Organizational Psychology. Members also serve on the Editorial Review Boards of Academy of Management Journal, Academy of Management Review, Journal of International Business Studies, Journal of Applied Psychology, Organization Science, Strategic Management Journal, etc.  Our faculty members have served in leading academic associations such as Academy of International Business, Asia Academy of Management, and Strategic Management Society as well.

Besides, the Department founded the Asia Academy of Management, an academic organization that fosters management education and research in the region. The Department currently hosts four research centers, including Center for Business Sustainability, Center for Entrepreneurship, Center for Family Business, and Center for International Business Studies.

Details of the department faculty, programs, and research can be found at our department website (http://www.bschool.cuhk.edu.hk/index.php/schools-departments/management/overview).

Application Procedures

Please submit application package (letter of application, curriculum vitae, evidence of teaching ability, sample of publications) online:

https://cuhk.taleo.net/careersection/cu_career_teach/jobdetail.ftl?job=190001A7&tz=GMT%2B08%3A00&tzname=

For applicants interested in the positions, we will conduct short interviews at the 2019 AOM annual meeting in Boston. Please submit your application package by July 15, 2019 for arranging interview at AOM. For enquiries and reference letters, please write to Mr. Ivan Chui (ivanchui@cuhk.edu.hk).  Applications are now open till positions are filled.

Provided by the British Broadcasting Corporation (BBC), this resource for learning Chinese provides guides about pronunciation, writing Chinese characters, and essential phrases. The "real Chinese" section provides users with online lessons on what to say in a variety of situations such as introducing yourself or finding and booking a hotel. Each one of these lessons is taught using images and sound bites of real conversation.

Speak Chinese teaches the Chinese language through conversational lessons focusing on traveling and working in China. The site contains a list of popular words as well as translations for Chinese allegories, idioms, dialogues, and menu items.

Christopher Newport University invites applications and nominations for the position of Dean of the Joseph W. Luter III School of Business (Luter School of Business). In this new position, the Dean will report to the Provost and will be responsible for coordinating all of the School of Business’s operations. The Dean must hold an advanced degree, preferably in business or a related field. A terminal degree is optimal. The Dean will be expected to assume office in July 2015 or shortly thereafter.

Christopher Newport University is a young liberal arts institution, whose formidable reputation is growing fast thanks to a dedication to the ideals of scholarship, leadership and service. CNU is listed seventh among public regional universities in the South and 18th among all regional universities in the South by U.S. News and World Report. The Luter School of Business offers a comprehensive curriculum in business administration with concentrations in accounting, finance, management and marketing. The Luter School mission is to educate and prepare undergraduate students for successful careers in business and service to society. The School seeks to develop students intellectually, professionally, and personally through a liberal arts based, rigorous program that will distinguish them as critical thinkers, articulate communicators, and ethical business leaders.

Application and Nomination Process

In deference to the sensitivity of the positions presently held by many of those who will be nominated and considered, the search will be conducted in strict confidence until finalists are brought to campus. The University is being assisted by Academic Search, Inc. Applications should consist of a substantive cover letter that specifically addresses how the candidate’s experiences match the characteristics listed above, a curriculum vitae, and a list of five professional references with full contact information and a note indicating the nature of the applicant’s working relationship with each; references will not be contacted without explicit permission from the candidate.

The position is open until filled, but only applications received by February 27, 2015 can be assured full consideration. For a complete profile of this opportunity please visit www.academic-search.com and click on “Current Searches.”

Applications, nominations and expressions of interest can be submitted in confidence to CNUDOB@academic-search.com. Confidential discussions about this opportunity may be arranged by contacting Senior Consultant Tom Fitch at rtf@academic-search.com, or Consultant Eric Richtmyer at ewr@academic-search.com.

Christopher Newport University, an EO Employer, is fully committed to Access and Opportunity.

The Department of Marketing at City University of Hong Kong is seeking guest lecturers to teach several postgraduate courses in marketing for its MSc in Marketing program and EMBA program. 

The available courses include:

Fall Semester , 2011-2012

  • Marketing Strategy and Planning (starting from  29 Aug. 2011 to 15 Oct. 2011)
  • Electronic Marketing & Customer Relationship Management (from 30 Oct. 2011 - 10 Dec. 2011)

Spring Semester, 2011-2012 

  • Database Marketing: Models and Analysis (from 5 Mar. 2012, to 21 Apr. 2012, Two classes).

An intensive teaching mode will be adopted over a period of about 6 weeks. Depending upon qualifications, each guest lecturer will be awarded HK$120,000~160,000 (1 US $ = 7.76 HK$). for one class (39 teaching hours). The teaching medium is English. You are invited to submit a CV, a letter of interest which should include a prioritized list of courses you would like to teach, and preferably, recent teaching evaluations at postgraduate level.

For the detailed information about this program, please visit www.cb.cityu.edu.hk/mkt/msmkt. Please feel free to contact us for further information.

Dr. Zhilin Yang

Director, MSc in Marketing
Department of Marketing
City University of Hong Kong
83 Tat Chee Avenue
Kowloon, Hong Kong

Tel: 852 – 3442 9765
Fax: 852 – 3442 0346
Mail: mscmkt@cityu.edu.hk

City University of Hong Kong is a dynamic, fast-growing university that is pursuing excellence in research and professional education. As a publicly-funded institution, the University is committed to nurturing and developing students' talents and creating applicable knowledge to support social and economic advancement. The University has seven Colleges/Schools. As part of its pursuit of excellence, the University aims to recruit outstanding scholars from all over the world in various disciplines, including business, creative media, energy, engineering, environment, humanities, law, science, social sciences, veterinary sciences and other strategic growth areas. Applications and nominations are invited for the two open rank positions in the Department Management.

The Department of Management, one of six academic departments in the College of Business, conducts teaching and research in the broad areas of management, including international business, strategic management, product innovation management, human resources management, business ethics, contemporary business communication, organizational behavior, organizational change and entrepreneurship. The Department provides a vigorous and supportive environment that is conducive to the pursuit of excellent research and teaching. The working conditions and compensation are comparable with major research universities in the United States. Its faculty occupy leadership roles in many professional societies and scholarly journals, as well as in the College of Business. Requirements. A PhD in Management or related disciplines.

Candidates should demonstrate the ability or potential to publish in top-tier management journals, as well as excellence in the classroom. Candidates in the disciplines of human resources management or international strategy are desirable. Teaching experience at the postgraduate level is a plus.

Salary and Conditions of Service

The successful candidate will be offered appointment to an academic rank commensurate with qualifications and experience. Remuneration package will be driven by market competitiveness and individual performance. Excellent fringe benefits include gratuity, leave, medical and dental schemes, and relocation assistance (where applicable). Initial appointment will be made on a fixed-term contract.

Information and Application

Further information on the posts and the University is available at http://www.cityu.edu.hk, or from the Human Resources Office, City University of Hong Kong, Tat Chee Avenue, Kowloon Tong, Hong Kong [Email : hrojob@cityu.edu.hk/Fax : (852) 2788 1154 or (852) 3442 0311]. The Department will be conducting preliminary interviews at the Academy of Management meeting in August 2015. To apply, please submit an online application at http://jobs.cityu.edu.hk, and include a current curriculum vitae. Nominations can be sent directly to the Human Resources Office, or email to "hrojob@cityu.edu.hk". Applications and nominations received before 9 October 2015 will receive full consideration. Only shortlisted applicants will be contacted; and those shortlisted for the post of Assistant Professor will be requested to arrange for at least 3 reference reports sent directly by the referees to the Department, specifying the position applied for.

The University's privacy policy is available on the homepage. City University of Hong Kong is an equal opportunity employer and we are committed to the principle of diversity. We encourage applications from all qualified candidates, especially those who will enhance the diversity of our staff. City University of Hong Kong was ranked 5th among the world’s top 50 universities under the age of 50 in the Quacquarelli Symonds 2014 survey.

Nominations and applications are invited for the Doris Drucker Chair in Global Management at the Peter F. Drucker and Masatoshi Ito Graduate School of Management of Claremont Graduate University.

The Doris Drucker Chair in Global Management Preference will be given to candidates who are internationally recognized scholars and preeminent experts in global management. Candidates must have a doctoral degree and must have at least five years of post-doctoral teaching experience at the graduate/executive level. In addition, candidates must have a strong record of scholarship and a demonstrated ability to make their intellectual contributions accessible to both graduate students and experienced managers through their teaching and published work.

Please submit curriculum vita and evidence of scholarship by March 9, 2012, to the Office of the Dean, Peter F. Drucker and Masatoshi Ito Graduate School of Management, Claremont Graduate University, 1021 North Dartmouth Avenue, Claremont CA 91711, USA.

Claremont Graduate University, established in 1925, is a graduate only research-extensive university in the United States. Its nine schools are dedicated solely to graduate study and research in a broad range of fields. Renowned throughout its history, its diverse student body - more than 2,000 strong - experiences a unique transdiciplinary education of the highest academic standards in an intimate learning environment. As part of the prestigious Claremont Colleges consortium in Southern California, Claremont Graduate University excels in creating and applying new thinking to real-world problems. CGU produces graduates - among the world's finest - able and eager to engage society's greatest challenges.

For further information about these opportunities, visit our website at http://www.drucker.cgu.edu or e-mail: bernadette.lambeth@cgu.edu. Women and underrepresented minorities are strongly encouraged to apply. Claremont Graduate University is an Equal Opportunity Employer and does not discriminate on the basis of race, color, creed, place of national origin, age, gender, sex, sexual orientation, or physical handicap in its employment practice and in admission of students to educational programs and activities in accordance with the requirements of Title IX of the Education Amendments of 1972 and other applicable laws. Claremont Graduate University is committed to affirmative action in employment practices regarding ethnic minorities, the physically handicapped, Vietnam-era veterans, and women. In addition to meeting its obligations under federal and state law, Claremont Graduate University is committed to increasing faculty diversity. Apply Here: http://www.Click2Apply.net/kxqz5r2

Peter F. Drucker and Masatoshi Ito Graduate School of Management Tenured and Tenure-Track Professors (rank open) The Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University plans to hire Professors (rank open) in the following areas: • Accounting and Control • Finance • Leadership and Organizational Behavior • Marketing • Operations Management • Quantitative Methods • Strategy

The Drucker School offers MBA, Executive MBA and Financial Engineering degrees. To succeed as a faculty member at the Drucker School, candidates must have a deep understanding of at least one discipline and remain current with new ideas and controversies that might influence the practice of management. Because the Drucker School is department-free, faculty take a transdisicplinary approach to research by connecting with colleagues both from Drucker and from within the wider Claremont Colleges community. The Drucker School embraces a teacher-scholar model. Not only are faculty members intellectually curious, as evidenced by a wide range of research outputs including articles in journals, books, and presentations to academic and executive audiences, but they also encourage students to become lifelong learners. Through classroom discussion, applied assignments, participation in clubs and internships, students develop a healthy approach to intellectual inquiry and learn to make transdisciplinary connections in their approach to solve management problems.

Candidates must have completed a doctoral degree and must have at least five years of post-doctoral teaching experience at the graduate/executive level. Please submit a curriculum vita and evidence of scholarship by August 27, 2010, to Office of the Dean, The Peter F. Drucker and Masatoshi Ito Graduate School of Management, Claremont Graduate University, 1021 North Dartmouth Avenue, Claremont CA 91711, USA.

Claremont Graduate University, established in 1925, is a graduate only research-extensive university in the United States. Its nine schools are dedicated solely to graduate study and research in a broad range of fields. Renowned throughout its history, its diverse student body – more than 2,000 strong – experiences a unique transdiciplinary education of the highest academic standards in an intimate learning environment. As part of the prestigious Claremont Colleges consortium in Southern California, Claremont Graduate University excels in creating and applying new thinking to real-world problems. CGU produces graduates – among the world’s finest – able and eager to engage society’s greatest challenges.

For further information about these opportunities, visit our website at http://www.drucker.cgu.edu or e-mail: lauren.arce@cgu.edu. Women and underrepresented minorities are strongly encouraged to apply. Claremont Graduate University is an Equal Opportunity Employer and does not discriminate on the basis of race, color, creed, place of national origin, age, gender, sex, sexual orientation, or physical handicap in its employment practice and in admission of students to educational programs and activities in accordance with the requirements of Title IX of the Education Amendments of 1972 and other applicable laws. Claremont Graduate University is committed to affirmative action in employment practices regarding ethnic minorities, the physically handicapped, Vietnam-era veterans, and women. In addition to meeting its obligations under federal and state law Claremont Graduate University is committed to increasing faculty diversity. Apply Here: http://www.apply-for-job.net/c/jobclick.cfm?site=6851&job=6919703

The Peter F. Drucker Chair in Management and the Liberal Arts


The Doris Drucker Chair in Global Management


Nominations and applications are invited for the Peter F. Drucker Chair in Management and the Liberal Arts and the Doris Drucker Chair in Global Management at the Peter F. Drucker and Masatoshi Ito Graduate School of Management of Claremont Graduate University.
 

• The Peter F. Drucker Chair in Management and the Liberal Arts

This chair honors the founder of modern management and will be a person of stature to carry forward the Drucker legacy. Preference will be given to candidates who are internationally recognized scholars and who ponder the relationship between business and society; the increasing intersection of business, government, and civil society; and the requirements for economic progress and social justice in a globalized world.

• The Doris Drucker Chair in Global Management
Preference will be given to candidates who are internationally recognized scholars and preeminent experts in global management.

Candidates must have a doctoral degree and must have at least five years of post-doctoral teaching experience at the graduate/executive level. In addition, candidates must have a strong record of scholarship and a demonstrated ability to make their intellectual contributions accessible to both graduate students and experienced managers through their teaching and published work.

Please submit curriculum vita and evidence of scholarship by August 27, 2010, to the Office of the Dean, Peter F. Drucker and Masatoshi Ito Graduate School of Management, Claremont Graduate University, 1021 North Dartmouth Avenue, Claremont CA 91711, USA.

Claremont Graduate University, established in 1925, is a graduate only research-extensive university in the United States. Its nine schools are dedicated solely to graduate study and research in a broad range of fields. Renowned throughout its history, its diverse student body – more than 2,000 strong – experiences a unique transdiciplinary education of the highest academic standards in an intimate learning environment. As part of the prestigious Claremont Colleges consortium in Southern California, Claremont Graduate University excels in creating and applying new thinking to real-world problems. CGU produces graduates – among the world’s finest – able and eager to engage society’s greatest challenges.

For further information about these opportunities, visit our website at http://www.drucker.cgu.edu or e-mail: lauren.arce@cgu.edu. Women and underrepresented minorities are strongly encouraged to apply.

Claremont Graduate University is an Equal Opportunity Employer and does not discriminate on the basis of race, color, creed, place of national origin, age, gender, sex, sexual orientation, or physical handicap in its employment practice and in admission of students to educational programs and activities in accordance with the requirements of Title IX of the Education Amendments of 1972 and other applicable laws. Claremont Graduate University is committed to affirmative action in employment practices regarding ethnic minorities, the physically handicapped, Vietnam-era veterans, and women. In addition to meeting its obligations under federal and state law, Claremont Graduate University is committed to increasing faculty diversity.

Apply Here: http://www.apply-for-job.net/c/jobclick.cfm?site=6851&job=6919629

Clark Atlanta University (CAU) is seeking a Dean for the School of Business Administration. Reporting to the Provost and Vice President for Academic Affairs, the Dean of the School of Business Administration will play a visionary and leadership role in transforming the School to seize today’s opportunity to address 21st century challenges. The new Dean will assume office no later than summer 2018.

A consolidation of two institutions, CAU has been a national engine of higher education and learning for more than 150 years. Clark College, founded in 1869 as the nation’s first private, liberal arts institution to award baccalaureate degrees to African Americans, and Atlanta University, founded in 1865 as the nation’s first African American graduate institution, were consolidated in 1988 to form Clark Atlanta University. With its nearly 4,000 students, CAU is the largest of the four autonomous institutions (CAU, Morehouse College, Spelman College, and Morehouse School of Medicine) in the Atlanta University Center Consortium (AUCC). Founded more than 70 years ago, CAU’s School of Business Administration has provided a quality program of business management education for young men and women. It has produced the nation’s largest number of African American MBAs and its undergraduate program is one of the top 10 producers of African American business professionals in the nation. The School is accredited by the Association to Advance Collegiate Schools of Business (AACSB) International. Please click here (http://academic-search.com/sites/default/files/Dean_search_for_the_B_School.mp4) for a welcome and overview of this opportunity from CAU Provost and Vice President for Academic Affairs Dr. Peter Nwosu.

Nominations and applications will be accepted until the position is filled, but only materials received by October 8, 2017, are ensured full consideration. Further information about the position is available at www.academic-search.com/sites/default/files/CAUDeanOfBusinessAdminProfile.pdf. All nominations, applications, and inquiries will be held in full confidence with only finalists publicly identified for on-campus interviews. Clark Atlanta University is being assisted in this search by Academic Search, Inc. Nominators or prospective candidates may direct confidential inquiries or questions to Senior Consultants Dr. Mac Stewart at mas@academic-search.com or Dr. Andrea Warren Hamos at awh@academic-search.com. Application materials should consist of a curriculum vitae, a substantive cover letter addressing the criteria outlined in the profile, and a list of five references with contact information as well as a note explaining the working relationship with the candidate; no references will be contacted without the explicit permission of the candidate. All application materials must be submitted electronically to ClarkAtlantaDOBA@academic-search.com.

CLARK ATLANTA UNIVERSITY IS AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION EMPLOYER It is the policy of the University that all faculty and staff employees and applicants receive equal consideration and treatment. All recruitment, hiring, placements, transfers, promotions will be on the basis of qualifications of the individual for the position being filled regardless of race, color, religion, national origin, ancestry, age, sex, marital status, pregnancy, medical condition, non-disqualifying disability or handicap, or whether the individual is a Disabled Veteran of the Vietnam Era. All other terms of employment are governed by this policy.

Founded in 1887, Clark University is a private, liberal arts-based urban research university committed to scholarship and effective practice addressing social and human imperatives in a global context. Centrally located in Worcester, Massachusetts, Clark enrolls approximately 2,200 undergraduate and 1,000 graduate students.

Building on the Department of Business Administration that was established in the 1940s, the Graduate School of Management was founded in 1982. There are 25 full-time faculty and 629 students enrolled in both undergraduate and graduate programs. The School is accredited by AACSB-International, the Association to Advance Collegiate Schools of Business, and is consistently ranked as a Best Business School by The Princeton Review.

Reporting directly to the Provost, the Dean of the Graduate School of Management is the academic leader and chief administrator for the School. 

The next Dean of the Graduate School of Management will assume this position at a pivotal time in the history of Clark University. Clark has just undergone a major leadership transition. David Angel, longtime and distinguished Clark faculty member, and a very successful Provost of the University since 2003, has just succeeded John Bassett as Clark’s ninth President. Filling the vacancy created by his moving from the Provost’s office to the President’s office, Davis Baird has come to Clark from the University of South Carolina, where he served for 17 years in academic administration, most recently as the Dean of the South Carolina Honors College. Angel’s ambitions include making Clark a fast rising institution. Deploying a highly motivated and effective leadership team, he aims to significantly increase Clark’s academic reputation and resource base. The development of the Graduate School of Management is an essential part of this effort, and the next Dean will play a key role in Clark’s future development.

David P. Angel became Clark University’s ninth president on Thursday, July 1, 2010. Angel joined the University in September 1987. He received a B.A. at Cambridge University and his Ph.D. at UCLA. His background and training are in economic geography. He holds two academic appointments as Professor of Geography and Leo L. and Joan Kraft Laskoff Professor of Economics, Technology and the Environment. Angel has helped steer Clark's many innovations in campus sustainability.

Serving as Provost since 2003, Angel oversaw all undergraduate and graduate academic programs, as well as admissions, student affairs, sponsored research and University libraries. During his tenure, Clark has strengthened its undergraduate programs, raised its research and graduate profile, and invested in new academic facilities. Under Angel's leadership, Clark University conducted a major review of its undergraduate liberal arts curriculum and will introduce distinctive program changes in fall 2010 to better prepare students with the intellectual, social and practical skills required to address the complex challenges of a rapidly changing world. 

Davis W. Baird joined Clark as Vice President for Academic Affairs and Provost on August 16, 2010. Baird comes to Clark from the University of South Carolina, where he was Dean of the South Carolina Honors College for five years and the Louise Fry Scudder Professor in the Philosophy Department since 2004. Prior to his time as dean, he chaired the Philosophy Department for 13 years. Baird received his PhD in Philosophy from Stanford University, and a Bachelor’s degree in Mathematics and Philosophy from Brandeis University.

Angel’s aspirations for Clark include taking a leadership role in developing liberal education. Clark will demonstrate the transformative power of excellent use-inspired research, and Clark will establish strong partnerships that strengthen the communities locally and globally of which we are a part. Clark will partner with a wider range of institutions, including businesses and health care organizations, to ensure multiple opportunities to link research with practice, and the Graduate School of Management will be a critical resource in this regard. This work will propel Clark forward, unambiguously elevating Clark’s reputation as one of this country’s finest research universities.

Responsibilities include:

  • Lead the School in developing, articulating and implementing a vision and strategic plan, 
  • Oversight of the development and fielding of innovative undergraduate and graduate academic programs, 
  • Recruitment and development of faculty, 
  • Oversight of the budget of the School, 
  • Outreach to the business community, 
  • Working with the School’s Advisory Council, 
  • Alumni outreach and engagement, 
  • Fundraising and visibility initiatives for the School. 

 

The Dean will have: an earned doctorate or equivalent experience; evidence of visionary leadership; experience in raising philanthropic resources; a collegial management style; a commitment to scholarship and innovative program design; the ability to lead a complex organization while articulating the vision and goals for the future, and deploying resources to achieve strategic ends; an ability to embrace and understand the School’s cultures and be successful in the integration of technical skills and well-grounded values; familiarity with AACSB-International accreditation issues and processes; exemplary cross-cultural skills and a strong commitment to diversity.

Applications and nominations should be sent to:

David Mead-Fox, Ph.D.
Senior Client Partner
Korn/Ferry International
265 Franklin Street, 17th floor
Boston, MA 02110
David.Mead-Fox@kornferry.com

For more information about Clark University, please visit http://www.clarku.edu

AA/EOE. Minorities and women are strongly encouraged to apply.

Endowed Chair in Global Business, tenure-track; full-time; appointment is for 5 years and is renewable based on performance.

Monte Ahuja Endowed Chair in Global Business
Department: To be determined based on applicant’s primary discipline.
Position: Endowed Chair in Global Business, tenure-track; full-time; appointment is for 5 years and is renewable based on performance.
Start Date: August 2012

Duties: Work with junior faculty in pursuing excellence in research and scholarship in the area of Global Business. Work with doctoral students to develop research skills in global business. Manage all the programmatic activities related to the Doctor of Business Administration (DBA) program in Global Business, including curriculum review, assurance of learning, and meeting AACSB accreditation standards. Teach courses in Global Business as appropriate. Work with the Dean to advance Monte Ahuja College’s and university’s mission in global business programming initiatives across departments/ disciplines. Foster partnership with the business community to develop international business education and executive training opportunities. Take leadership in building international reputation and visibility of the Monte Ahuja College and university by participating in national/ international professional organizations relevant to global business. Set priorities and sustain an environment of academic excellence in global business through research seminars, workshops, and interdisciplinary initiatives university wide. Provide assistance to the business community on current global business and economic issues. Enhance the effectiveness and prominence of global business programs, research activities, and outreach programs. Develop close ties with other business schools in the region to promote global business programs and economic competitiveness of the region.

Qualifications: Minimum Qualifications: Doctoral degree in business administration or allied field from an AACSB or equivalent accredited college; 10 or more years of academic experience in teaching and conducting research in global business and allied disciplines at the undergraduate and graduate levels; and evidence of effective teaching and mentoring of undergraduate, master’s, and doctoral students. Preferred Qualifications: A distinguished record of applied, academic scholarship in global business that has led to a portfolio of national and international publications in the global business field, including recent publications in the most highly-ranked journals in the field; evidence of intellectual leadership in mentoring faculty colleagues as well as graduate students in research and scholarship; administrative experience in managing doctoral programs; and evidence of active engagement with the business and academic professional communities.

Application:
1. Cover letter addressing the position qualifications
2. Curriculum vita
3. List of courses taught and evaluations if available
4. Evidence of teaching effectiveness
5. Contact information for three references (names, addresses, telephone numbers, emails) Review begins January 31, 2012; open until position is filled.

College: The Monte Ahuja College of Business has over 75 full-time faculty members. The College’s programs are accredited at both the graduate and undergraduate levels by AACSB International. Enrollment in the College exceeds 3,000 students. Degrees offered by the College include the BBA, BSCIS, MBA, DBA, MCIS, Master of Accountancy, and the Master of Labor Relations and Human Resources.

University: Cleveland State University enrolls approximately 17,500 students. It is located within walking distance of the Cleveland downtown business and entertainment centers and has strong ties with the business and public sectors in Northeast Ohio.

Address: Dr. Benoy Joseph, Chair, Search Committee, Ahuja Endowed Chair Monte Ahuja College of Business Cleveland State University email: gbsearch@csuohio.edu 2121 Euclid Avenue, BU 420 Phone: (216) 687-3786 Cleveland, Ohio 44115 FAX: (216) 687- 9354

Salary: Salary and benefits are competitive and commensurate with qualifications. Hiring is contingent upon maintaining existing levels of state funding. Cleveland State University is an Affirmative Action/Equal Opportunity institution committed to nondiscrimination. M/F/H/V encouraged.

Clusters and MNEs innovation strategies

Editors: Philippe Gugler and Christian Ketels

Submission deadline : August 30th 2014

The Competitiveness Review invites research papers in the field of clusters and MNEs innovation strategies and in particular on the role of clusters in home and host countries as location advantages fostering MNEs competitiveness

The evolution of the global economy and improved access to goods and resources from distant locations have placed knowledge at the core of firms’ competitive advantages (Zander and Kogut, 1995, p. 76; Jensen and Szulanski, 2007, p. 1716; Sala-I-Martin et al., 2012, p. 7). As a result of their ability to supersede the market and internalize the benefits of the geographic distribution of their activities, multinational enterprises (MNEs) have distributed their value chain around the world and implemented a global network of subsidiaries that allow them to take advantage of the specific profile of different environments (Sölvell, 2002, p. 3; Ketels, 2008, p. 124; Mudambi and Swift, 2011, p. 1).

Firms are constantly driven to generate new knowledge to maintain a competitive edge (Sala-I-Martin et al., 2012, p. 7). The important role of the internationalization of R&D has been studied in detail since the 1990s (Kummerle, 1997; Cantwell et al., 2004, p. 58; Criscuolo, 2004, p. 39). Since the 1980s, strategic asset-seeking investments have exhibited increased importance as a significant motivator for FDI and have helped explain the increased internationalization of R&D (Dunning and Narula, 1995; Dunning, 1998, p. 50).  

Because MNEs have the special ability to internalize the benefits of their geographic dispersion of activities, they can significantly improve their competitive advantages by spreading their activities across locations and taking advantage of the specificities of each business environment (Sölvell, 2002, p. 3; Dunning, 2008, p. 83). Innovation scholars have analyzed the tendency of innovative activities to concentrate spatially (Kline and Rosenberg, 1986; Freeman 1991; Nelson 1993; Malmberg et al., 1996). As noted by Maskell and Malmberg (1999, p. 172) and Asheim and Gertler (2005, p. 292), tacit knowledge represents a key ingredient in the development of unique capacities and innovations.  

Although the literature on innovation and new knowledge generation has provided significant documentation of the benefits of agglomeration, few studies have analyzed the role of clusters in the global innovation strategies of knowledge-intensive MNEs (Dunning, 1998, p. 60; Birkinshaw and Sölvell, 2000, p. 3; Tavares and Texeira, 2006, p. 1; De Beule et al., 2008; p. 224; Asmussen et al., 2009; Mudambi and Swift, 2010, p. 463). Knowledge capabilities and innovation are the main drivers of a firm’s competitiveness (Zander and Kogut, 1995, p. 76; Jensen and Szulandski, 2007, p. 1716).

Clusters appear to be a unique source of knowledge dissemination and generation and may play an important role in the global innovation strategy of MNEs (Birkinshaw and Sölvell, 2000; Tavares and Teixeira, 2006; Mudambi and Swift, 2010). Defined in their strictest sense as “geographic concentrations of interconnected companies, specialized suppliers, service providers, firms in related industries, and associated institutions in particular fields” (Porter, 1998, p. 197-198), clusters provide an environment that is particularly conducive to innovation. In addition to the positive influence of clusters on productivity and new business creation, recent empirical studies have confirmed the role of clusters in the stimulation of innovation (Jaffe, 1989; Feldman, 1994; Baptista, 2001; Audretsch et al., 2005; Breschi et al., 2005; Cumbers et al., 2008; De Beule et al., 2008).

By referring to the traditional notions developed in the international business (IB) literature, clusters not only offer strong CSAs for regions and countries but also represent unique sources of FSAs for MNEs in their perpetual quest for new knowledge and innovation. Clusters represent a new target for strategic asset-seeking investments in the global innovation strategies of MNEs that we could label “CSA-cluster.”  As highlighted by Rugman and Verbeke, “(…) an FSA may be developed internally from three possible geographic locations, each associated with particular CSAs: a home country operation, a host country operation, or an internal network whereby operations in various countries are involved” (2001, p. 240).

These three dimensions are particularly important for knowledge-intensive MNEs to improve their FSAs. The acquisition and generation of new knowledge through home and host cluster relationships may constitute a unique source of new knowledge and innovation for MNEs (Park, 2011; Yao et al., 2013; Nell and Andersson, 2012). (Note: this text above is extracted from a paper in progress of Gugler, Keller and Tinguely).

Themes of this special issue:

We welcome submissions that provide a contribution through interdisciplinary approaches. We invite conceptual papers and empirical studies based on qualitative and/or quantitative methods. Potential themes includes, but are not limited to:

  •       How MNEs develop innovative capabilities thanks to their location with host countries’ clusters?
  •       Which kind of interactions with clusters’ members are the most appropriate for MNEs to operate R&D and innovate?
  •       To what extend clusters constitute an important asset for countries to attract technology intensive MNEs?
  •       To what extend clusters constitute a valuable alternative to other mean to get access to foreign technology?
  •       How MNEs may organize and manage their internal and external networks in combination with clusters activities within their home and host countries?
  •       How clusters constitute powerful home and host CSAs and how to consider clusters in the literature based on the interactions between FSAs and CSAs?
  •       Do clusters create negatives externalities for firms that may induce some firms to adopt specific strategies to avoid that their knowledge being “lost” through spillovers within a cluster ?
  •       How cluster initiatives may play a crucial role to attract technology intensive MNEs?

Submissions:

  1.      All papers will be subject to double-blind peer review, according to author guidelines available at: www.emeraldinsight.com/cr.htm
  2.      Submissions to Competitiveness Review are made using ScholarOne Manuscripts: http://mc.manuscriptcentral.com/comprev (please select the correct special issue from the drop-down menu)

Submission deadline : August 30th 2014

Papers will be published in 2015.

References:

Asheim, B.T. and Gertler, M.S. (2005), “The Geography of Innovation – Regional Innovation Systems,” in J. Fagerberg, D. C. Mowery and R. R. Nelson (eds.), The Oxford Handbook of Innovation, Oxford: Oxford University Press, 291-317.

Asmussen, C.G., Pedersen, T. And Dhanaraj, C. (2009), Host-Country Environment and Subsidiary Competence: Extending the Diamond Network Model, Journal of International Business Studies 40 (1): 42-57.

Audretsch, D.B., Lehmann, E.E. and Warning, S. (2005), University Spillovers and New Firm Location, Research Policy 34: 1113-1122.

Baptista, R. (2001), Geographical Clusters and Innovation Diffusion, Technological Forecasting and Social Change 66 (1): 31-46..

Birkinshaw, J. and Sölvell, Ö. (2000), Preface, International Studies of Management and Organization 30 (2): 3-9.

Breschi, S., Lissoni, F. and Montobbio, F. (2005), “The Geography of Knowledge Spillovers: Conceptual Issues and Measurement Problems,” in S. Breschi and F. Malerba (eds.), Clusters, Networks, and Innovation, Oxford: Oxford University Press, 343-376.

Cantwell, J., Glac, K. and Harding, R. (2004), The Internationalization of R&D – The Swiss Case, Management International Review 44 (3): 57-82.

China. In: Henderson, J.V. & Thisse, J.F. (eds.). Handbook of Regional and Urban Economics, Vol 4. Elsevier, Amsterdam.

Criscuolo, P. (2004), R&D Internationalisation and Knowledge Transfer: Impact on MNEs and their Home Countries. Maastricht Economic Research Institute on Innovation and Technology.

Cumbers, A., MacKinnon, D. and Chapman, K. (2008), “Innovation, Collaboration and Learning in Regional Clusters: A Study of SMEs in the Aberdeen Oil Complex,” in C. Karlsson (eds.), Handbook of Research on Innovation and Clusters, Cheltenham: Edward Elgar, 300-317.

De Beule, F., Van Den Bulcke, D. and Zhang, H. (2008), “The Reciprocal Relationship between Transnationals and Clusters: A Literature Review,” in C. Karlsson (eds.), Handbook of Research on Cluster Theory, Cheltenham: Edward Elgar.

Dunning, J.H. (1998), Location and the Multinational Enterprise: A Neglected Factor?, Journal of International Business Studies 29 (1): 45-66.

Dunning, J.H. (2008), “Space, Location and Distance in IB Activities: A Changing Scenario,” in J.H. Dunning and P. Gugler (eds.), Foreign Direct Investment, Location and Competitiveness, Oxford: Elsevier, 83-110.

Dunning, J.H. and Narula, R. (1995), The R&D Activities of Foreign Firms in the US, International Studies in Management Organization 25: 39-73.

Economic Literature, American Economic Association, 28 (4), pp. 1661–1707.

Feldman, M.P. (1994), The Geography of Innovation, Dordrecht: Kluwer Academic Publishers.

Freeman, C. (1991), Networks of Innovators: A Synthesis of Research Issues, Research Policy 20: 499-514.

Jaffe, A.B. (1989), Real Effects of Academic Research, The American Economic Review 79 (5): 957-970.

Jensen, R.J. and Szulanski, G. (2007), Template Use and the Effectiveness of Knowledge Transfer, Management Science 53 (11): 1716-1730.

Ketels, C.H.M. (2008), “Microeconomic Determinants of Location Competitiveness for MNEs,” in J.H. Dunning and P. Gugler (eds.), Foreign Direct Investment, Location and Competitiveness, Oxford: Elsevier, 111-131.

Kline, S.J., and Rosenberg, N. (1986), “An Overview of Innovation,” in R. Landau and N. Rosenberg (eds.), The Positive Sum Strategy: Harnessing Technology for Economic Growth, Washington, DC: National Academy Press, 275-304.

Kuemmerle W. (1997), Building Effective R&D Capabilities Abroad, Harvard Business Review 75 March, 61-70.

Malmberg, A., Sölvell, Ö. and Zander, I. (1996), Spatial Clustering, Local Accumulation of Knowledge and Firm Competitiveness, Geografiska Annaler 78 B (2): 85-97.

Maskell, P. and Malmberg, A. (1999), Localized Learning and Industrial Competitiveness, Cambridge Journal of Economics 23: 167-86.

Mudambi R. and Swift T. (2011), Leveraging knowledge and competencies across space: The next frontier in international business, Journal of International Management 17 (3), 186-189.

Mudambi, R. and Swift, T. (2010), “Technological Clusters and Multinational Enterprise R&D Strategy,” in T. Devinney, T. Pedersen and L. Tihany (eds.), The Past, The Present and The Future of International Business and Management, Volume 23, Bingley: Emerald Group Publishing.

Nell P.C. and Andersson U. (2012), The complexity of the business network context and its effect on subsidiary relational (over-) embeddedness, International Business Review 21 (6), 1087-1098.

Nelson, R.R. (1993), National Systems of Innovation: A Comparative Study, Oxford: Oxford University Press.

Park B.I. (2011), Knowledge transfer capacity of multinational enterprises and technology acquisition in international joint ventures, International Business Review 20 (1), 75-87.

Porter, M.E. (1998), On Competition, Cambridge, MA: Harvard Business School Press.

Rugman, A.M. and Verbeke, A. (2001), “Location, Competitiveness, and the Multinational Enterprise,” in A.M. Rugman and T. Brewer (eds.), The Oxford Handbook of International Business, Oxford: Oxford University Press, 150-177.

Sala-I-Martin, X., Bilbao-Osorio, B., Blanke, J., Crotti, R., Drzeniek Hanouz, M, Geiger, T. and Ko, C. (2012), “The Global Competitiveness Index 2012-2013: Strengthening Recovery by Raising Productivity,” in K. Schwab, The Global Competitiveness Report 2012-2013, Geneva: World Economic Forum, 3-48.

Sölvell, Ö. (2002), The Multi-Home Based Multinational – Combining Global Competitiveness and Local Innovativeness, Paper presented at the Symposium in honor of John Stopford, London.

Tavares, A. T. and Teixeira, A. (2006), “Introduction,” in A.T. Tavares and A. Teixeira (eds.), Multinationals, Clusters and Innovation: Does Public Policy Matter, New York: Palgrave Macmillan.

Yao Z., Yang Z., Fisher G.J., Ma C. And Fang E. (2013), Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China, International Business Review 22 (1), 216-227.

Zander, U. and Kogut, B. (1995), Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical Test, Organization Science 6 (1): 76-92.

Information and communication technologies drive globalization and have radically changed the organization of work structures within organizations. The organizations have responded by progressively shifting from traditional collocated teams to global virtual teams (GVTs) (Webster and Wong, 2008; Zakaria, 2008). The effective use of GVTs has become an indispensable prerequisite to implementing global strategies of Multinational Enterprises (MNEs) and independent firms working together in international networks (Lovelace et al., 2005). Several authors report that more than 60% of managers work regularly in virtual teams (de Lisser, 1999; Kanawattanachai and Yoo, 2002; Hertel, Geister, and Kondradt, 2005).

Global virtual teams can be defined as “temporary, culturally diverse, geographically dispersed, and electronically communicating work group[s]” (Jarvenpaa and Leidner, 1999). GVTs are not constrained by traditional geographic and time boundaries and can offer many advantages if properly managed. As Duckworth (2008) points out, through GVTs MNEs can economize on travel, immigration, expat relocation costs and save time. GVTs help improve efficiency by seamlessly distributing workload across different time zones. Importantly, the different backgrounds, local networks and knowledge resources of locally embedded team members create new opportunities to leverage complementarities, creativity and innovation.

However, to live up to their full potential, MNEs need to address crucial challenges of GVTs, such as time-zone differences (Sutanto, Kankanhalli and Tan, 2011), work styles (Liu, Magjuka and Lee, 2008), communication via low-context and low-media-richness channels across cultures (Butler and Zander, 2008) and leadership as well as technological-related issues hindering effective communication (Flammia, Cleary and Slattery, 2010).

This new phenomenon entails several important repercussions for management theories regarding the boundaries of the firm, principal-agent relationships, organizational learning, appropriability and social networks, among others. The growing importance of GVTs is also affecting the contents of the business curriculum, as many universities and business schools are implementing activities to teach and train students how to effectively work in this type of teams and how to cope with challenges mentioned above (Taras et al. 2013). As the crucial role of GVTs is only expected to grow more in the years to come, we encourage scholars to examine GVTs from different theoretical perspectives and empirical approaches in order to achieve implications relevant both for academics and practitioners.

This Special Issue aims to attract contributions that offer a fine-grained analysis of the distinct aspects that affect the behavior and performance of GVTs. Specifically, how can MNEs benefit from the several potential advantages that a smart management of this kind of team may provide? How can MNEs avoid the common pitfalls of GVTs? We welcome theoretical, empirical, methodological and case studies submissions addressing, but not limited to, the following issues:

 

  1. Advantages and disadvantages of GVTs vis à vis traditional collocated teams.
  2. Determinants and characteristics of successful GVTs.
  3. Knowledge-creation, dissemination and leakages in GVTs.
  4. Open collaboration and GVT-headquarters relationships.
  5. The process of creation and development of GVTs over time.
  6. Differences in GVTs composition and performance across industries.
  7. Leadership and team-dynamics in GVTs.
  8. Improving inter-personal communication, team cohesion and trust among GVT members.
  9. The impact of cross-cultural differences among GVT members on the team performance.
  10. Language-related issues in GVTs.
  11. Information and communication technologies and GVTs.
  12. The multifaceted role of distance (geographical, institutional, psychic, cultural, etc) in GVTs.
  13. Training employees and students how to effectively work in a GVT.
  14. The relationship between the use of GVTs and firm performance.
  15. GVTs and employee satisfaction.
  16. Reducing shirking and cheating in GVTs
  17. Trends in the use of GVT around the world – who makes use of them, who does not, and why?
  18. The role of GVTs in global business strategy.

Submission information

The deadline for manuscript submission is March 8, 2016. Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors: http://www.elsevier.com/journals/journal-of-international-management/1075-4253/guide-for-authors and submitted through the Journal’s submission website.

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

Please direct any questions regarding the Special Issue to Alfredo Jimenez (ajimenez@ubu.es), Dirk Boehe (dirk.boehe@adelaide.edu.au), Vasyl Taras (v_taras@uncg.edu), and Dan Caprar (dan.caprar@unsw.edu.au).

References

Butler, C., Zander, L. 2008. The business of teaching and learning through multicultural teams. Journal of Teaching in International Business, 19(2), 192-218.

de Lisser, E. 1999. Update on Small Business: Firms with Virtual Environments Appeal to Workers. Wall Street Journal, October 5, 1999.

Duckworth, H. 2008. How TRW automotive helps global virtual teams perform at the top of their game. Global Business and Organizational Excellence, 28, 6-16.

Flammia, M., Cleary, Y., Slattery, D. M. 2010. Leadership roles, socioemotional communication strategies, and technology use of Irish and US students in virtual teams. IEEE Transactions of Professional Communication, 53(2), 89-101.

Hertel, G., S. Geister., U. Kondradt. 2005. Managing virtual teams: A review of current empirical research. Human Resource Management Review, 15, 65-95.

Jarvenpaa, S.L., Leidner, D.E. 1999 Communication and Trust in Global Virtual Teams, Organization Science 10, 791–815.

Kanawattanachai, P., Yoo, Y. 2002. Dynamic nature of trust in virtual teams. The Journal of Strategic Information Systems, 11(3-4), 187-213.

Liu, X., Magjuka, R.J., Lee, s. 2008. An examination of the relationship among structure, trust, and conflict management styles in virtual teams. Performance Improvement Quarterly, 21(1), 77-93.

Lovelace, K., Shapiro, D. L., Weingart, L. R. 2001. Maximizing cross-functional new Product teams’ innovativeness and constraint adherence: A conflict communications perspective. Academy of Management Journal, 44(4), 479-493.

Sutanto, J., Kankanhalli, A., Tan, B. C. Y. 2011. Deriving IT-mediated task coordination portfolios for global virtual teams. IEEE Transactions of Professional Communication, 54(2), 133-151.

Taras, V., Caprar, D., Rottig, D., Sarala, R., Zakaria, N., Zhao, F., Jimenez, A., Wankel, C., Lei, W.S., Minor, M., Bryła, P., Ordenana, X., Bode, A., Schuster, A., Vaiginiene, E., Froese, F., Bathula, H., Yajnik, N., Baldegger R., Huang V., 2013. A global classroom? Evaluating the effectiveness of global virtual collaboration as a teaching tool in management education. Academy of Management Learning & Education, 12(3), 414-435.

Webster, J., Wong, W. 2008. Comparing traditional and virtual group forms: Identity, communication and trust in naturally occurring project teams. International Journal of Human Resource Management, 19(1), 41-62.

Zakaria, N. 2008. Using computer mediated communication as a tool to facilitate intercultural collaboration of global virtual teams. In M. Pagani (ed.) Encyclopedia of Multimedia Technology and Networking, (1115-1123), 2. New York: Information Science Reference.

About the Guest Editors

Dr. Jiménez is Assistant Professor at the University of Burgos (Spain). His research interests are focused on the process and the determinants of success in the internationalization strategy of firms including political risk, cultural and psychic distance and corruption. In addition, he is also working on a research line devoted to virtual team and multi-cultural team management and dynamics. He has previously published several papers in several international relevant journals, including Journal of International Business Studies, Journal of World Business, Management International Review International Business Review and European Journal of International Management. He has also been a visiting scholar in different institutions in Australia, Norway, Italy, Germany, Ecuador and Mexico.

Dr. Dirk Boehe is Senior Lecturer at the University of Adelaide Business School (Australia). His research interests focus on multinational corporations, corporate social responsibility and corporate governance in emerging markets. His scholarly articles have appeared in The International Journal of Human Resource Management, Journal of Business Ethics, Journal of International Management, Journal of Small Business Management, Management International Review, Journal of World Business, World Development, Business and Society, Studies in Higher Education, among others. Before joining the University of Adelaide, he held full-time positions at Brazilian business schools. Before joining academia, Dirk gained professional experience in related areas such as market research, foreign trade and international consulting projects in Colombia, England, Germany and Venezuela.

Dr. Vasyl Taras is Assistant Professor at the University of North Carolina at Greensboro (United States). He has published several papers on culture and global virtual teams in leading International Business and Psychology journals such as Journal of International Business Studies, Journal of Applied Psychology, Journal of World Business, Journal of International Management, Academy of Management Learning and Education, International Journal of Human Resource Management and Management International Review. He is also Associate Editor of the International Journal of Cross Cultural Management and Editorial Review Board Member of Journal of International Business, Journal of International Management and Management Research Review. He has recently co-edited a book about Experiential Learning and has plenty of experience as a business consultant.

Dr. Dan Caprar is a Senior Lecturer at the School of Management of the UNSW Australia Business School. His research, teaching, and consulting work are in the area of cross-cultural management, leadership, and self-development. Dan has published several papers on culture and global virtual teams in top journals including Journal of International Business Studies, Academy of Management Learning and Education, Journal of Business Ethics, Personnel Psychology, and the Journal of Social and Personal Relationships. In addition, his work on the culture of MNC local employees, published in the Journal of International Business Studies, was the runner-up for the Academy of Management HR Division Scholarly Achievement Award in 2011. Dan is currently a member of the Editorial Board for the Journal of International Business Studies and a Regional Associate Editor for the International Journal of Cross-Cultural Management.

Global Business Management

Transitional Entrepreneurship

We use the term Transitional Entrepreneurship to describe entrepreneurs who are in a stage of significant life or career transition. The conference will focus on scholarship and initiatives launched across the world on individuals transitioning from the following backgrounds:

1.            Military Veterans

2.            Individuals in economic distress

3.            Women

4.            Immigrants

 

Format:

Panel discussion and Paper sessions

Keynote speakers/Panelists:

Garry Bruton, Texas Christian University, Maija Renko, DePaul University Peter Roberts, Emory University

 

 

Journal: Select papers from the colloquium will be published in a special issue of Journal of Developmental Entrepreneurship.

Journal of Developmental Entrepreneurship (JDE) provides a forum for the dissemination of descriptive, empirical, and theoretical research that focuses on issues concerning microenterprise and small business development, especially under conditions of adversity. The intended audiences for JDE are scholars who study issues of developmental entrepreneurship and professionals involved in governmental and non-governmental efforts to facilitate entrepreneurship in economic and community development programs around the world.

 

Special Issue Co-editors:

Anil Nair and Li-Wei Chen, Strome College of Business, Old Dominion University

Editor:

Mike Morris, University of Notre Dame

 

 

Timeline:

January 15th: submission deadline

February 15th: Registration opens

March 15th: Decisions on Manuscripts

May 31st: Registration closes

June 30: Select papers invited for special issue and go through additional reviews.

 

Call for Papers

Colloquium in Transitional Entrepreneurship June 19th and 20th 2020, Virginia

Select papers from colloquium to be invited for special issue of Journal of Developmental Entrepreneurship

After successfully hosting the Kauffman funded Global Accelerator Learning Initiative (GALI) symposium on social ventures, Strome College of Business at Old Dominion University plans to host a colloquium in Transitional Entrepreneurship on June 19th and 20th, 2020.

We invite scholars and practitioners to submit manuscripts for presentation at the colloquium.

Strome College of Business will cover hotel accommodations for one author of every paper accepted for presentation.

 

Location:

Old Dominion University’s primary campus is located in Norfolk, VA, one of the seven cities that make up the historic Hampton Roads region of Virginia, a major recreation area with a population of 1.7 million.  Home to the world’s largest natural deep water port and third busiest port on the East Coast, the Atlantic headquarters of NATO, and Naval Station Norfolk, which houses the U.S. Navy and U.S. Fleet Forces Command, Norfolk was recently named a ‘Best City for Entrepreneurship’ by Entrepreneur Magazine. The Hampton Roads region as a whole is experiencing a surge in entrepreneurial activity through collaborative initiatives between the university and local businesses and government agencies. Norfolk, Virginia, has one of US Navy’s largest base, and the region has one of the highest concentration of veterans.

Norfolk/Virginia Beach is a great location to visit particularly during summer.

Registration site:

https://www.odu.edu/business/calendar/2021/7/transitional_entrepr.html

 

Colorado State University's Writing Studio website provides information for business writing, research writing, and discipline-specific writing. Included on the website are guides on how to write business letters, memos, emails, press releases, executive summaries, and resumés.

Community Colleges for International Development (CCID) is an organization that supports building relationships between community college programs and the international community through professional development, special training, conferences, and economic development. In addition to services for staff and faculty, the organization also provides services for students such as studying abroad.

International Business Research, a journal of Shanghai Institute of Foreign Trade, China and Asia and Globalization Review, a journal of MacEwan University, Canada, jointly announce a call for papers on Competition and Cooperation between China and Other Emerging Economies: Transnational Trade and Investment.

China has successfully fostered its robust economic growth in the past years, which has consolidated its status of world economic power. In the era of post-crisis, China is faced with challenges and competition from other emerging economies. How to tackle the issues of competition and cooperation between China and other emerging economies in the context of stagnated world economy and spreading financial crisis is worthy of special academic attention.

The call for papers seeks to deepen research, analysis and discussion of the issues of such challenges, competition and cooperation as China and other emerging economies are facing . We therefore call for papers that examine the environmental, social and economic effects of transnational trade and investment by China and other emerging economies.

We expect to publish the selected papers in the two journals. We are also organizing a conference in Shanghai on May 11, 2013, giving contributors of selected papers an opportunity to present and discuss their work.

The deadline for submitting the abstract for the papers is February 28, 2013. The notification of acceptance will be sent by March 30, 2013. The deadline for submitting the papers will be April 15, 2013.

Contacts:
Dr. JIN Xiaobai (shiftjournal@163.com)
Executive editor-in-chief, International Business Research; Associate professor of international law, Shanghai Institute of Foreign Trade, China

Dr. William X. Wei (weix@macewan.ca)
Editor-in-Chief, Asia and Globalization Review; Chair, Asia Pacific Management Program; Institute of Asia Pacific Studies, MacEwan School of Business, MacEwan University, Canada

Special Issue of the Competitiveness Review

“The Competitive Advantage of Nations: 25 Years After”

Christian Ketels (editor)

In 1990 Michael Porter published “The Competitive Advantage of Nations”, proposing a comprehensive framework to understand the competitiveness of locations.  The book triggered a rich academic debate; up to now, Google Scholar registers more than 35,000 citations. Numerous countries, regions, and clusters have launched efforts to upgrade their competitiveness, motivated by Porter’s work.

In this special issue we aim to collect two groups of papers, reflecting on the impact that the book had on theory and practice. First, we want to explore how the thinking on competitiveness has evolved over time. In the academic community there has been an on-going debate about the nature of the competitiveness concept, and the policy implications it might have. Twenty-five years after the Competitive Advantage of Nation was published, it is time to see where we have ended up so far. Second, we want to learn from a number of specific country and region cases in which Porter’s framework provided the foundation for specific diagnostics and policy action. Practitioners have been looking at Porter’s competitiveness framework as a way to organize their economic policies.  With the experience of these efforts over the last twenty-five years it is time to take stock and draw conclusions for policy practice going forward.

We are inviting a number of authors from academia and the policy community to this special issue. We also encourage submission from other authors, which will then go through the normal review process of the journal.

Submissions:

  1. Papers will be subject to double-blind peer review, according to author guidelines available at: http://www.emeraldgrouppublishing.com/cr.htm
  2. Submissions to Competitiveness Review are made using ScholarOne Manuscripts: http://mc.manuscriptcentral.com/comprev (please select the correct special issue from the drop-down menu)

Submission deadline : May 15th 2015

About the Editor:

Christian Ketels is a member of the Harvard Business School faculty where he serves as the Principal Associate of the Institute for Strategy and Competitiveness. He is the President of the TCI Network, the leading global network of practitioners in competitiveness, clusters and innovation. Together with Prof. Philippe Gugler, University of Fribourg and Chairman of the European International Business Academy (EIBA, he is the editor of the Competitiveness Review. Email: cketels@hbs.edu.

In terms both of its scale and severity, the worldwide financial crisis of 2007–2008 was the most damaging financial crisis to affect the world economy since the Great Depression of the 1930s. Many major financial institutions around the world collapsed or had to be bailed-out by governments. Global trade was also severely hit and a large number of national economies went into deep recessions. In the view of many economists and politicians, one of the main reasons why the fallout from the worldwide financial crisis of 2007–2008 proved to be so damaging was down to the fact that the global financial system had, in the years prior to the crisis, simply become too complex. This increased complexity, it is argued, proved to be especially damaging in the aftermath of the 2007–2008 crisis not only because it led to increased levels of contagion, but also because it made it more difficult for governments and regulators to intervene effectively.

This edited volume contributes to these ongoing debates by bringing together some of the top academics from the US and UK in the disciplines of Law, History and Economics to look in more depth at the historical and institutional aspects of the relationship between financial crises and systemic complexity. Conceptually, it is motivated by three main questions: 1) Is the present financial system more complex than in the past and, if so, why? 2) To what extent and in what ways does the worldwide financial crisis of 2007–2008 differ from past financial crises? 3) How can governments, regulators and businesses better manage and deal with increased levels of complexity both in the present and in the future?

It is the intention of the editors that this collection will not only encourage greater interdisciplinary debate, but also to be of use to policy-makers and legislators in their efforts to come up with more resilient ways of managing and dealing with increased levels of risk, both in the present and in the future. As such, we are particularly keen for contributions that deal with any of the following issues:

  • Directors’ duties and the role of shareholders in financial regulation
  • Government regulation, with a particular emphasis on moral hazard
  • The extent to which financial crises are an inevitable consequence of free-market banking systems
  • How changes in the size and scale of the US and UK banking sector have affected financial stability
  • The impact of economic fundamentals on financial instability, with a particular focus on speculative manias and investment bubbles
  • Differences in government responses to financial crises over time
  • The differences between legal and economic understandings of financial property and corporate control
  • Technological innovation and change, with a particular emphasis on changing payment and trading systems
  • ‘Short-termism’ and high-risk trading in financial markets
  • Transformations in the US and UK banking sector, particularly as regards the relationship between commercial and investment banking
  • The relationship between ownership structure and systemic crises
  • Changes in accounting practices and financial reporting procedures

The initial proposal for this edited volume has been already been officially accepted by Edward Elgar for publication in 2015 and confirmed confirmations have been accepted from a number of prominent academics in both the UK and the US. However, we still have a limited amount of space within which to fit a couple more contributions.

Submissions should be in the form of a 1–2 page chapter proposal (750 words max), clearly explaining the objective of the proposed chapter and the reasons why it is relevant to the issues covered in this collection. In addition, we also ask that all potential contributors submit a brief and up-to-date CV outlining their past work and previous achievements. The deadline for initial chapter proposals is 1 July 2013, but we both welcome and encourage potential contributors to submit before this date. All chapter proposals should be emailed in Word or PDF form to: matthew.hollow@durham.ac.uk

Call for papers for a special issue of International Journal of Cross Cultural Management

Conceptualizing, Measuring, and Studying Cross Cultural Performance

 

(Optional) Abstract submission deadline: April 30, 2021

Full paper submission deadline: June 30, 2021

Initial decisions: August 20, 2021

Final decisions: November 15, 2021

Expected publication: from April 2022

 

Special Editors

Jessica L. Wildman, Florida Institute of Technology, USA (jwildman@fit.edu)

Richard Griffith, Florida Institute of Technology, USA (griffith@fit.edu)

Jennifer Klafehn, HUMRRO, USA (jklafehn@humrro.org)

 

We invite articles that address the theoretical conceptualization of, measurement of, or study of cross cultural performance as a criterion in organizational contexts (e.g., multi-national corporations, non-governmental organizations, military) that provide novel and cutting edge perspectives on cross cultural performance as a construct.

In the past 20 years, global integration has peaked, the movement of people around the world has increased, and migration has more than doubled (Strauss, 2019). Increased globalization in the workplace has brought about increases in international assignments, travel, and collaborations (Hammond and Grosse, 2003; Shaffer et al., 2012), all of which require organizational employees to engage in any number of cross cultural interactions. Accordingly, the extent to which individuals succeed in these cross cultural interactions is an important focal topic for organizational leaders and researchers. Successful performance in cross cultural settings has been studied in a number of different organizational groups and contexts, including expatriate employees (e.g., Wang et al., 2013), international students (e.g., Burke et al., 2009), non-governmental organizations (e.g., Charleston et al., 2018), military populations (e.g., Hardison et al., 2009), global leaders (e.g., Caligiuri and Tarique, 2012), and global or multicultural teams (e.g., Yitmen, 2013). Given the increased globalization in multiple organizational settings, the need to appropriately define and measure cross cultural performance is becoming more pronounced.

To date, much of the cross cultural management research has centered its focus on the operationalization of predictors that influence how individuals perform in cross cultural situations. There is a wide body of research examining constructs such as cross cultural competence, cultural intelligence, and intercultural competence, which are terms that have sometimes been used interchangeably (Deardorff, 2015), but are generally conceptualized as some combination of knowledge, skills, abilities, and other characteristics that enable individuals to perform effectively in cross cultural settings (Ang and Van Dyne, 2008; Charleston et al., 2018; Chiu et al., 2013; Gallus et al., 2014; Hammer et al., 2003; Jyoti and Kour, 2017; Li, 2020; Velez-Calle et al., 2018).

Upon closer examination of the research on cross cultural competence, cultural intelligence, intercultural competence, and related constructs, most of the time, the predicted outcome of these constructs has not been well-defined or consistently measured. There is generally a lack of research that explicitly focuses on providing an unambiguous definition regarding what constitutes successful performance in cross cultural interactions, or what we will refer to as cross cultural performance (e.g., Kour, 2017; Lima et al., 2016; Velez-Calle, 2018).  Few studies have explicitly defined (e.g., Gallus et al., 2014; Klafehn et al., 2013) or developed specific taxonomies (e.g., Hardison et al., 2009; Wisecarver et al., 2014) of cross cultural performance. More commonly, empirical studies have used any number of inconsistent concepts and measures to represent cross cultural performance including, but not limited to, expatriate failure rates (Chen et al., 2014; Okpara, 2016), subjective adjustment (Matsumoto and Hwang, 2013; Selmer and Lauring, 2016; Okpara, 2016), adaptability and adaptation (Matsumoto and Hwang, 2013), communication competence (Matsumoto and Hwang, 2013), interaction success (Charleston et al., 2018; Matsumoto and Huang, 2013), taking on a task or project (Charleston et al., 2018), multinational team leadership (Hajro and Pudelko, 2010), and multicultural team performance (Matveev and Nelson, 2004). In other words, most research examining cross cultural performance defines the concept using very general and vague terms, such as effective performance, effective interaction, success, functioning, and appropriate behavior in cross cultural contexts (e.g., Charleston et al., 2018; Li, 2020; Velez-Calle et al., 2018) without providing any careful analysis regarding what those terms actually mean and how they should be measured.

Examining the approaches and measures used to assess cross cultural performance also reveals an area ripe for study. There are existing validated measures of cross cultural competence (Matsumoto and Huang, 2013; van Driel and Gabrenya, 2013), cultural intelligence (e.g., Van Dyne et al., 2008), and intercultural competence (e.g., Hammer et al., 2003), and, generally, more research has focused on assessing the predictors of cross cultural performance than on assessing cross cultural performance itself (e.g., Lima et al., 2016; Velez-Calle et al., 2018). While many theoretical and methodological issues remain for existing cross cultural competence measures (van Driel and Gabrenya, 2013), the measurement of cross cultural performance is even less well developed. Cross cultural performance has been assessed using validated measures of adaptability (Lima et al., 2016, Matsumoto and Huang, 2013), adjustment (Chen et al., 2014; Okpara, 2016), and job performance (e.g., Jyoti and Kour, 2017), but no widely accepted and validated measure specific to cross cultural performance currently exists.

Furthermore, criterion measures of cross cultural performance often overlap conceptually with predictor measures. In fact, in some cases, cross cultural competence measures have been used and interpreted as criterion measures of performance (e.g., Lima et al., 2016, Velez-Calle, 2018) rather than as the predictor. Some researchers have argued in favor of more performance-based measures of cross cultural competence and its related constructs (e.g. Deardorff, 2015; Chiu et al., 2013). In other words, there exists ample conceptual muddiness around these concepts that suggests a need to detangle the conceptualization and measurement of cross cultural competence from the conceptualization and measurement of cross cultural performance.

In sum, cross cultural management research seems to be experiencing a criterion problem (Austin and Villanova, 1992) in which there is not a consistent framework for how to define and measure cross cultural performance. Without an agreed upon conceptualization and operationalization, it is difficult to systematically study the nomological network surrounding cross cultural performance in a way that moves toward scientific consensus. As a first step toward addressing this criterion problem within cross cultural management research, we invite scholarly articles that grapple with some aspect of the conceptualization, measurement, and study of cross cultural performance as a criterion in organizational contexts broadly defined (e.g., multi-national corporations, educational settings, non-governmental organizations, military). Consistent with the aim of this call for papers, we are not interested in works that focus primarily or only on predictors of cross cultural performance without giving careful attention to the criterion space, and/or works focused on culture-specific performance (e.g., what behaviors are most appropriate in a certain culture or country). Instead, we aim to bring together a set of scholarly works that clarify or provide novel perspectives on what cross cultural performance is as a criterion before building its nomological network. Submissions may take many forms including empirical studies, theoretical or conceptual papers, or integrative reviews. Ideal submissions will address key issues such as, but not limited to, the following:

  • Theoretical/conceptual papers that explicitly and systematically define cross cultural performance and explore the implications of that new conceptualization.
  • Theoretical/conceptual papers that explore the nuances of what cross cultural competence is and is not, and how it is similar or different from related concepts such as cultural intelligence, general intelligence/cognitive ability, cross cultural competence or general job performance.
  • Theoretical/conceptual and/or measurement-oriented papers exploring the dimensionality of cross cultural performance as a criterion.
  • Critical and integrative reviews of existing theories and research regarding cross cultural performance aimed at spurring new theory and research in this area.
  • Papers considering the impact of context on cross cultural performance, for example, unifying definitions across multiple organizational contexts, or exploring the nuances of cross cultural performance within a particular/unique context.
  • Empirical studies that include predictors of cross cultural performance but that are focused primarily on the conceptualization and/or measurement of cross cultural performance as a criterion rather than just on the predictors.
  • Papers that describe the systematic development, validation, and/or use of new methods or tools for assessing cross cultural performance and that highlight implications for future research and/or practice.

Submissions

If you would like to discuss a possible submission, and for any further information, please contact the special editors: Jessica L. Wildman, PhD, at jwildman@fit.edu,  Richard L. Griffith, PhD, at griffith@fit.edu, and Jennifer Klafehn, PhD, at jklafehn@humrro.org. Editors will be reviewing and providing feedback on optional 1000-word abstracts through April 30, 2021. After that date, full papers should be submitted through the IJCCM online submission system. Please visit our SAGE webpages at http://journals.sagepub.com/home/ccm, for more information on formatting and submission criteria, and submit your article via our online submission system at https://mc.manuscriptcentral.com/IJCCM, ensuring you submit to the special issue. Submissions are subject to a rigorous double-blind review.

References

Ang S and Van Dyne L (2008) Handbook of cultural intelligence: theory, measurement, and applications. New York, NY: Routledge.

Austin JT and Villanova P (1992) The criterion problem: 1917–1992. Journal of Applied Psychology 77(6): 836–874.

Burke MJ, Watkins MB and Guzman E (2009) Performing in a multi-cultural context: The role of personality. International Journal of Intercultural Relations 33(6): 475–485.

Caligiuri P and Tarique I (2012) Dynamic cross-cultural competencies and global leadership effectiveness. Journal of World Business 47(4): 612–622.

Charleston B, Gajewska-De Mattos H and Chapman M (2018) Cross-cultural competence in the context of NGOs: bridging the gap between ‘knowing’ and ‘doing’. The International Journal of Human Resource Management 29(21): 3068–3092.

Chen ASY, Wu IH and Bian MD (2014) The moderating effects of active and agreeable conflict management styles on cultural intelligence and cross-cultural adjustment. International Journal of Cross Cultural Management 14(3): 270–288.

Chiu CY, Lonner WJ, Matsumoto D and Ward C (2013) Cross-cultural competence: Cross-Cultural Competence: Theory, Research, and Application. Journal of Cross-Cultural Psychology 44(6): 843–848.

Deardorff DK (2015) Intercultural competence: Mapping the future research agenda. International Journal of Intercultural Relations 48: 3–5.

Gallus JA, Gouge MC, Antolic E, Fosher K, Jasparro V, Coleman S, Selmeski B and Klafehn, JL (2014) Cross-cultural competence in the department of defense: an annotated bibliography (No. SR-71). Army Research Institute for the Behavioral and Social Sciences, Fort Belvoir, VA.

Hajro A and Pudelko M (2010) An analysis of core-competences of successful multinational team leaders. International Journal of Cross Cultural Management 10(2): 175–194.

Hammer MR, Bennett MJ and Wiseman R (2003) Measuring intercultural sensitivity: The Intercultural Development Inventory. International Journal of Intercultural Relations 27(4): 421–443.

Hammond C and Grosse R (2003) Rich man, poor man: Resources on globalization. Reference Services Review 31(3): 285–295.

Hardison CM, Sims CS, Ali F, Mundell B and Villamizar A (2009) Cross-cultural skills for deployed Air Force personnel: Defining cross-cultural performance. Santa Monica, CA: Rand Corporation.

Jyoti J and Kour S (2017) Cultural intelligence and job performance: An empirical investigation of moderating and mediating variables. International Journal of Cross Cultural Management 17(3): 305–326.

Klafehn J, Li C and Chiu CY (2013) To know or not to know, is that the question? Exploring the role and assessment of metacognition in cross-cultural contexts. Journal of Cross-Cultural Psychology 44(6): 963–991.

Kour S (2017) Cultural intelligence as an effective cross-cultural competency: A literature review. International Journal in Management & Social Science 5(12): 123–131.

Li M (2020) An examination of two major constructs of cross-cultural competence: Cultural intelligence and intercultural competence. Personality and Individual Differences 164: 1–6.

Lima JE, West GB, Winston BE and Wood JA (2016) Measuring organizational cultural intelligence: The development and validation of a scale. International Journal of Cross Cultural Management 16(1): 9–31.

Matsumoto D and Hwang HC (2013). Assessing cross-cultural competence: A review of available tests. Journal of Cross-Cultural Psychology 44(6): 849–873.

Matveev AV and Nelson PE (2004) Cross cultural communication competence and multicultural team performance: Perceptions of American and Russian managers. International Journal of Cross Cultural Management 4(2): 253–270.

Okpara JO (2016) Cross-cultural adjustment of expatriates: Exploring factors influencing adjustment of expatriates in Nigeria. International Journal of Cross Cultural Management 16(3): 259–280.

Selmer J and Lauring J (2016) Work engagement and intercultural adjustment. International Journal of Cross Cultural Management 16(1): 33–51.

Shaffer MA, Kraimer ML, Chen YP and Bolino MC (2012) Choices, challenges, and career consequences of global work experiences: A review and future agenda. Journal of Management 38(4): 1282–1327.

Strauss D (2020) Globalisation Not To Blame For Rise In Inequality, Research Finds. [online] Ft.com. Available at: <https://www.ft.com/content/c8eacdfa-c375-11e9-a8e9-296ca66511c9> [Accessed 14 August 2020].

Van Driel M and Gabrenya Jr WK (2013) Organizational cross-cultural competence: Approaches to measurement. Journal of cross-cultural psychology 44(6): 874–899.

Van Dyne L, Ang S and Koh C (2008) Development and validation of the CQS. In: Ang and Van Dyne (eds) Handbook of cultural intelligence: Theory, measurement, and application. New York, NY: Routledge, pp.16–38.

Velez-Calle A, Roman-Calderon JP and Robledo-Ardila C (2018) The cross-country measurement invariance of the Business Cultural Intelligence Quotient (BCIQ). International Journal of Cross Cultural Management 18(1): 73–86.

Wang D, Freeman S and Zhu CJ (2013) Personality traits and cross-cultural competence of Chinese expatriate managers: A socio-analytic and institutional perspective. The International Journal of Human Resource Management 24(20): 3812–3830.

Wisecarver M, Foldes H, Adis C, Gallus J and Klafehn J (2014). Army Sociocultural Performance Requirements. Personnel Decisions Research Institute Inc, Arlington, Virginia.

Yitmen I (2013) Organizational Cultural Intelligence: A Competitive Capability for Strategic Alliances in the International Construction Industry. Project Management Journal 44(4): 5–25.

 

 

The John Molson School of Business (JMSB) at Concordia University is seeking qualified applicants for a probationary (tenure-track) position at the rank of Assistant Professor in the Department of Management to begin August 1, 2019. Offers are subject to budgetary approval.

The management department is seeking to hire a tenure-track faculty member specializing in international entrepreneurship. Qualifications include a PhD in International Business, Strategy or Entrepreneurship, and evidence of good teaching in this area. Applicants should show promise of publishing high-quality, insightful and practically-relevant research in the field of international entrepreneurship.

The Management Department at Concordia University houses a strong and growing faculty. There are several members in the Department currently involved on research related to International Business and/or Entrepreneurship including two Concordia University Research Chairs (Tier 1 & New Scholar), a Canada Research Chair (Tier 2), and a CIBC Distinguished Professor. Members of the group have active research agendas and have recently published in leading journals including Academy of Management Review, Academy of Management Journal, Journal of International Business Studies, Journal of Management, Journal of Management Studies, Journal of World Business, Organization Science, and Strategic Management Journal.

Located in the vibrant city of Montreal, the John Molson School of Business is the largest English-language business school in Canada. JMSB offers AACSB-accredited programs at the undergraduate, graduate and doctoral levels. With a reputation for innovative and practical teaching, its students regularly excel in national and international competitions while its faculty members enjoy national and international reputations, built upon successful publication and research grant records. The business school enjoys strong business support for its research and programs. The John Molson School of Business is housed in a dedicated 15-storey, LEED-certified building that is equipped with leading-edge teaching and research technologies.

Qualified candidates should forward a cover letter, statements of teaching and research interests, curriculum vitae, teaching evaluations and the names and contact information of three referees. Please submit your application as a single pdf file. Short-listed candidates will be asked to provide reference letters. Inquiries about the position should be directed to Jisun Yu, PhD, Department Chair, at Jisun.Yu@concordia.ca

Applications should be sent by email to Hiring.Management@concordia.ca with the subject line: Assistant Professor – International Entrepreneurship.

Concordia University is strongly committed to employment equity within its community, and to recruiting a diverse faculty and staff. The University encourages applications from all qualified individuals, including women, members of visible minorities, Indigenous persons, members of sexual minorities, persons with disabilities, and others who may contribute to diversification; candidates are invited to self‐identify in their applications. Canadians and Permanent Residents will be given priority.

The application deadline is October 15, 2018.

Concordia University in Portland, Oregon announces a national search for dean of the School of Management (SOM). The dean is the chief administrator of the school and reports directly to the Provost. The new dean will be expected to assume office on or about July 1, 2015.

Concordia University is a Christian university, founded in 1905 by The Lutheran Church Missouri Synod, that welcomes students from all faiths and prepares leaders for the transformation of society. The campus is on 13 acres in a residential neighborhood of Portland and enrolls over 5000 students from all over the nation and world. SOM is one of five colleges and schools at the university and offers the BS degree in business and the MBA degree.

The successful candidate will possess an earned terminal degree in a discipline within the school and a demonstrated record of significant executive academic leadership. S/he must be able to fully support the mission, core themes and values of the institution. The search is being assisted by Academic Search Inc.

A complete position description, including requirements for the position, can be found at www.academic-search.com, under current searches.

Application should consist of a curriculum vitae, a cover letter addressing required and preferred qualifications, and a list of 5 references. References will not be contacted without permission. Nominations and expressions of interests, which will be treated in confidence, should be sent electronically to CUDeanSOM@academic-search.com.

The position will remain open until filled, but only applications received by November 14, 2014 can be assured full consideration. Confidential discussions about this opportunity may be arranged by contacting Dr. Tom Fitch at rtf@academic-search.com.

Concordia University does not discriminate in the employment of individuals on the basis of race, color, national or ethnic origin, disability, sex, or age. However Concordia University is an institution of The Lutheran Church-Missouri Synod and, to the extent allowed by law, Concordia University reserves the right to give preference in employment based upon religion.

Special issue editors:

Madhu Viswanathan, University of Illinois, Urbana-Champaign, mviswana@illinois.edu

Ronika Chakrabarti, Lancaster University, r.chakrabarti@lancaster.ac.uk

Paul Ingenbleek, Wageningen University, paul.ingenbleek@wur.nl

Srinivas Venugopal, University of Vermont, svenugop@uvm.edu

 

The Journal of Consumer Affairs (JCA) invites papers for a special issue on consumer affairs in subsistence marketplaces. Subsistence marketplaces consist of consumer and entrepreneur communities living at a range of low income levels, and are concentrated in developing countries and regions such as Brazil, India, China, Vietnam, and Sub-Saharan Africa. Additionally, many individuals in developed countries also live in subsistence. 

For more than a decade, the Subsistence Marketplaces Conferences have been a leading forum for evolving and sharing research and fostering best practices for improving quality of life in these communities. The subsistence marketplaces approach is unique in examining the intersection of poverty and marketplaces with a bottom-up approach that begins with micro-level understanding of life circumstances of consumers, entrepreneurs, and communities. This stream has been reflected in seven biennial conferences, one immersion conference [1],  and almost 60 refereed articles in related special journal issues (https://business.illinois.edu/subsistence/conferences/), as well as in dedicated session tracks at other conferences and refereed articles in a variety of journals. The current call flows from the Seventh Conference on Subsistence Marketplaces, held in June 2018, but is also open to authors who did not attend this conference.

The conferences cover themes from consumption and entrepreneurship beyond literacy and resource barriers to consumption and commerce for a better world, impactful research to sustainable innovation, micro-level insights to macro-level impact, spanning geographies and substantive domains, and developing pathways at the intersection of research and practice. 

Encouraging scholarship on subsistence marketplaces addresses one of the most critical and enduring ethical challenges faced by society - that of global poverty. A central theme is how to increase quality of life for people living in subsistence marketplaces. Research on subsistence marketplaces holds the potential to uncover important insights on how poverty intersects with major societal trends of today such as climate change, refugee crises, income inequality and rapid technological advancements. Obtaining deep understanding of these issues will be crucial to advancing well-being in subsistence contexts. 

The following are suggestions for topics; however, submissions may go beyond these topics.

  • Consumer behavior in subsistence marketplaces;
  • Substantive domains of subsistence (e.g., water, sanitation, energy, food);
  • Powerlessness of consumers in subsistence marketplaces;
  • Access to innovation and consumer products in impoverished rural areas;
  • Interventions to increase quality of life in subsistence marketplaces;
  • Environmentalism of subsistence consumers and consumer-merchants;
  • Issues of environmental justice relating to subsistence marketplaces;
  • Pricing for value and sustainability;
  • Economic and financial perspectives on subsistence marketplaces (e.g., financial literacy);
  • Health, well-being, and justice in subsistence marketplaces;
  • Research methods for subsistence marketplaces.

Researchers in all relevant fields are encouraged to submit their work. Manuscripts may be submitted online through Scholar One Manuscripts. Style guidelines and publishing requirements can be viewed online at wileyonlinelibray.com/journal/JOCA. Please contact the issue editors or the Journal office [ronhill@american.edu] for further information.

Guest Editors: 

Dr. Pavlina Jasovska - University of Technology Sydney, Australia

Associate Professor Danielle Logue - University of Technology Sydney, Australia

Associate Professor Hussain G. Rammal - University of Technology Sydney, Australia 

Deadlines:
Proposals submission: October 15, 2019
Full Chapters Due: January 31, 2020

Objective of the book:

There has been growing attention placed on the role of entrepreneurs and entrepreneurial activities in driving global economic growth and also in responding to changing social and environmental conditions affecting societies globally. In itself, the identification and capture of international opportunities represents an act of entrepreneurship by disrupting and creating markets in foreign countries. Historically, the international entrepreneurship literature has focused on the rapid and early internationalization of new ventures and start-ups. Yet an increasing number of multinational enterprises (MNEs) are encouraging and developing corporate intrapreneurship, where managers promote innovation in products and processes. Moreover, various activities by entrepreneurs and their start-ups are solving social, cultural and environmental challenges in foreign markets. This dedicated volume discusses these and other contemporary and emerging issues of entrepreneurship in International Business.

Contributions may address but are not limited to the following topics:

  • What are the internationalization and scaling strategies of entrepreneurial firms (e.g., early and rapid internationalization or international withdrawal)?
  • How do entrepreneurs and entrepreneurial firms identify new opportunities?
  • How does social entrepreneurship address social, cultural and environmental issues?
  • How do firms encourage and develop corporate intrapreneurship?
  • What is the role of individuals in encouraging entrepreneurship (e.g., new venture owners, female entrepreneurs, expatriates, refugees)?
  • What are the strategic responses employed by entrepreneurs and entrepreneurial firms to the institutional environment (i.e. non-market strategies)? 
  • How do entrepreneurs and entrepreneurial firms respond to the challenges faced in cross-border activities?

Submissions:

We welcome comparative studies, cross-cultural investigations, case studies, and both qualitative and quantitative approaches to examining entrepreneurship in the context of international business.

We invite chapter proposals of 1,000 words with 5 keywords by October 15, 2019 that outline the focus and contribution of the chapter. Authors will be notified by October 31, 2019 about the status of their proposals and, if accepted, sent chapter guidelines. Full chapters (of between 5,000 and 10,000 words) should be submitted by January 31, 2020. All submitted chapters will be subject to double-blind peer review. Contributors may also be requested to serve as reviewers for this project. 

Submissions or any inquiries should be sent to Pavlina Jasovska (pavlina.jasovska@uts.edu.au), Danielle Logue (danielle.logue@uts.edu.au) and Hussain Rammal (hrammal@gmail.com).

Note: There are no submission or acceptance fees for manuscripts submitted to this book publication. All manuscripts are accepted based on a double-blind peer review editorial process.


Important Dates:

Proposal deadline: October 15, 2019

Acceptance notification: October 31, 2019

Full chapter submission: January 31, 2020

Reviewers’ comments: March 16, 2020

Revised chapters submission: May 15, 2020

It is likely that the book will be published in January, 2021.

Editors

Dr. Mehmet Ali TURKMENOGLU (Assist. Prof.) (PhD from Brunel University London) 
Muş Alparslan Üniversitesi Kampusu, IIBF Ofis No 306, Diyarbakır Yolu 7. Km 49250- Muş/TURKEY 
Email: dr.mturkmenoglu@gmail.com

Dr. Berat CICEK (Assist. Prof) 
Muş Alparslan Üniversitesi Kampusu, IIBF Ofis No 302, Diyarbakır Yolu 7. Km 49250- Muş/TURKEY 
Email: beratcicek@gmail.com

Dates

Proposals Submission Deadline: June 15, 2019
Full Chapters Due: October 13, 2019
Submission Date: March 4, 2020

Introduction

Over the last few decades, rapid changes have affected organizations' perspectives about employees. One change could be globalisation which caused a tough competition for enterprises. This competition has forced organisations to change the way of doing business which also affected people's expectations from organizations. Other changes include technological, societal, demographical, political, legal, and cultural transformations. These changes have raised awareness of paying attention to the importance of valuing human resources among employers and employees. Therefore, human resources researches have been attractive to business and academic environments to solve problems at work. For instance, globalisation has enabled employees to migrate to other countries and this situation caused to work in a culturally different work environment. Migrating to other countries has created both positive and negative consequences e.g. employers have obtained the talented employees they required and employees have reached to the desired labour market. Employers and employees have benefited from technological developments immensely. But also, it is argued that technology has deteriorated human relations. Ageing has become a major issue for employers rapid changing environment, especially adapting new changes, decreased performance and absenteeism. Opposed to ageing issues, having a rising and modernised education level created opportunities for finding better employees and employers. 
Political and legal changes e.g. minimum wage, maximum working hours and union rights have guaranteed employees' working conditions and rights. In this context, researches of the human resources have concentrated on employees' work-related as well as personal life issues. This book is intended to cover current and future changes, issues, solutions of human resources management from an improving, critical, innovative and contemporary standpoint.

Objective

This book aims to examine attitudes, behaviours, experience, expectations of employees and employers about HR Management in a rapidly changing business environment. In this context, we would like to contribute to the field by shedding light on current trends of Human Resources functions e.g. planning, recruiting, orienting, developing and training and appraising of employees as well as managing industrial relations. In order to meet this aim, we invite authors to focus on especially workplace issues that employees encounter before, during and after employment e.g. discrimination, bullying, conflicts, emotions, ethics, participation and work-life balance. We expect that this book will not only expand the literature but also increase awareness among practitioners. Due to the rising trends such as intellectual capital and talent management, employees are considered more valuable to organizations. Thus, we expect related to mentioned HR issues with an interdisciplinary and critically point of view.

Target Audience

The potential audience will include but not limited to: 
Graduate students, 
PhD Candidates, 
Researchers, 
Business Community, 
Academia, 
Practitioners of profit and non-profit organizations, 
Policymakers

Recommended Topics

Topics below are encouraged for authors to cover but it is not limited to: 
Main Topics 
- Human resources management in a competitive environment with advantages and disadvantages 
- Effects of globalization on human resource management issues 
- Demographic changes and societal transformations & HR Management 
- Critiques of HR Practices 
- Legal and political changes & HR Management 
- Technological developments in HR Management 

Sub Topics related to HR Management 
- Ageing issues 
- Diversity issues 
- Work-life Balance Issues 
- Recruitment Issues 
- Orientation Issues 
- Training and Development Issues 
- Performance Appraisal Issues 
- Downsizing Issues 
- Industrial Relations Issues 
- Ethical Issues 
- Migrant Employment Issues 
- Bullying

Submission Procedure

Researchers and practitioners are invited to submit on or before June 15, 2019, a chapter proposal of 1,000 to 2,000 words clearly explaining the mission and concerns of his or her proposed chapter. Authors will be notified by July15, 2019 about the status of their proposals and sent chapter guidelines. Full chapters are expected to be submitted by October 13, 2019, and all interested authors must consult the guidelines for manuscript submissions at http://www.igi-global.com/publish/contributor-resources/before-you-write/ prior to submission. All submitted chapters will be reviewed on a double-blind review basis. Contributors may also be requested to serve as reviewers for this project. 

Note: There are no submission or acceptance fees for manuscripts submitted to this book publication, Trust in Knowledge Management and Systems in Organizations. All manuscripts are accepted based on a double-blind peer review editorial process. 

All proposals should be submitted through the eEditorial Discovery®TM online submission manager.

Publisher

This book is scheduled to be published by IGI Global (formerly Idea Group Inc.), publisher of the "Information Science Reference" (formerly Idea Group Reference), "Medical Information Science Reference," "Business Science Reference," and "Engineering Science Reference" imprints. For additional information regarding the publisher, please visit www.igi-global.com

This publication is anticipated to be released in 2020.

Important Dates

June 22, 2019: Proposal Submission Deadline 
July 15, 2019: Notification of Acceptance 
October 13, 2019: Full Chapter Submission 
November 22, 2019: Review Results Returned 
December 27, 2019: Final Acceptance Notification 
February 21, 2020: Final Chapter Submission

Inquiries

Dr. Mehmet Ali TURKMENOGLU (Assist. Prof.) (PhD from Brunel University London) 
Email: dr.mturkmenoglu@gmail.com

Dr. Berat CICEK (Assist. Prof) 
Email: beratcicek@gmail.com

Propose a chapter for this book

Potential contributors are encouraged to reach out to alfred.presbitero@deakin.edu.au for ideas and any questions

In the rapidly globalising world, the concept of cultural intelligence has gained considerable attention. Cultural intelligence has been defined as the capability to function effectively in diverse cultural settings (Ang & Van Dyne, 2015; Thomas et al., 2015), with studies focused primarily on business and management contexts, such as corporate expatriation, global virtual teams, and global leadership in multinational firms (Groves, Feyerherm & Sumpter, 2023; Presbitero, 2021; Stoermer, Davies & Froese, 2021; Presbitero & Toledano, 2018; Lee & Sukoco, 2010). Furthermore, cultural intelligence has been explored in various disciplines beyond the business and entrepreneurial domains, providing value in areas like international education sector, the phenomenon of migration as well as in religious and missionary work (Le, Jiang & Nielsen, 2018; Presbitero, 2016; Presbitero, 2017; Livermore, 2012). These diverse applications underscore the versatility of cultural intelligence for individuals engaged in cross-cultural settings.

However, the existing studies on cultural intelligence often overlook or neglect to fully articulate the context of the investigation. As Johns (2018) explains, context encompasses factors such as “ambient background stimuli, more salient situational features, and changes in these variables over time” (p. 22). Additionally, context can cover the salience and strength of the situation (Johns, 2006) as it can significantly influence people’s actions and behaviours. Yet, many studies on cultural intelligence offer only a broad characterisation of cultural differences without thoroughly examining the specific contexts in which the research was conducted. Frequently, these studies simply state the existence of cultural differences, which justifies the need for cultural intelligence, without delving deeper into the nuanced contextual factors at play. This oversight limits our ability to fully understand and effectively apply cultural intelligence, as there are numerous contextual elements that warrant closer examination.

This call for chapters seeks to solicit studies that explore cultural intelligence with a specific focus and emphasis on context. The examples provided below demonstrate how this emphasis could be achieved. These examples are not exhaustive, and we are open to considering any studies that could deepen and advance our understanding of cultural intelligence, as long as the context is highlighted and emphasised.

First, studies that investigate novel or underexplored contexts for cultural intelligence, such as its applications in public policy and governance in multicultural societies, as well as its role in international humanitarian aid operations, would be of great interest. Contexts such as within-country cultural differences and consideration of regional and/or indigenous cultures could also spark new perspectives and extend our understanding of cultural intelligence. Furthermore, these may illuminate unique nuances and distinct mechanisms that may not be captured in examinations of cultural intelligence in formal business and conventional corporate settings.  

Second, studies that explore the influence of temporal-spatial context (e.g., history, geography, time); environmental context (e.g., technical, economic, political, social), and cultural context (e.g., behaviors, artifacts, values)(Shapiro, Von Glinow & Xiao, 2007) on cultural intelligence would also extend our current understanding and knowledge of this topic. Examining how organisational, national, international, and supranational institutional (formal and informal) factors shape our conceptualisation and empirical investigation of cultural intelligence would be interesting and also important avenues to explore.  

Third, studies that delve deeper into contextual nuances in settings where cultural intelligence has been previously examined (e.g., multinational companies; international education) are also encouraged. However, these studies should explore contextual factors beyond what has already been examined. For example, stretching the contextual nuances of cultural intelligence to surface the different layers and forms of “culture” beyond the usual societal, national or country-level culture would be valuable. This can inform and advance our understanding of cultural intelligence and its role in nurturing diversity and inclusion in contexts such as teams, organisations, and the wider society. New approaches to measuring cultural intelligence that take the context into consideration would also be a valuable addition to this body of work.      

We are open to considering any studies that could deepen and extend the scope of our understanding of cultural intelligence, as long as the context is highlighted and emphasised. The examples above are not exhaustive, and we welcome submissions that explore novel or underexplored contextualisation of cultural intelligence.

Contextualizing international business research to achieve research rigor and practical relevance is a challenge faced by all sub-disciplines within the domain of international business.  Contextualizing international business research focuses on the big question, 'How do we identify and integrate context into our international business research?' and a corollary, 'Why should we identify and integrate context into our international business 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 the renowned international business scholar 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 (Ricart et al., 2004, Rugman & Verbeke, 2001) and behaviorists (Rousseau & Fried, 2001; Gelfend, Erez & Aycan, 2007) assert that location, one form of context, has an impact on theory. 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) identify locational influences on human resource management best practices as do Von Glinow & Teagarden (1988, 1990).  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.

Given the magnitude of possible contexts, researchers are challenged to comprehend the contextual and polycontextual dynamics in a limited number of foreign cultures. 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 (20020 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).

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 International Business research?
  • What are the various methodological approaches used to measure context?
  • Is national culture an accurate reflection of context; if not, what other contextual variables better capture the notion of context?
  • Do traditional measures of political, institutional, and governance capture important contextual conditions; if not, how are they incomplete and what additional constructs are required to supplement them? 
  • 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 International Business 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 International Business?
  • What research methods are most appropriate to uncovering the different and multiple contexts that underlie most international settings?

Submission process:

By 01 November, 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

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.

Copenhagen Business School invites applications for vacant assistant/associate professorships in Strategic and International Management at the Department of Strategic Management & Globalization (SMG). The positions will involve research and teaching within the area of Strategic and International Management, as well as collaboration with the business community.

The department employs an international group of 24 faculty members including 7 PhD students.

The core research areas of the Department of Strategic Management and Globalization (SMG) are strategic and international management. This includes themes like the creation and implementation of global strategies, HQ-subsidiary relations, offshoring and internationalization of firms, the role of individuals and teams in knowledge-based competitive advantage, strategic entrepreneurship, strategic alliances, strategic risk management, and the impact of informal and formal structures on firm performance and innovation. It is the ambition of the Department to develop into Northern Europe’s leading research department in strategic management and international business.

SMG Faculty teaches at all levels, from the bachelor level to the PhD level, and is strongly engaged in course development and innovation of teaching programs. Teaching responsibilities of the Department comprise undergraduate and graduate teaching in strategic and international management.

The assistant professorship is a non-tenured position of 4 years with research and teaching obligations. This is an opportunity to join an expanding department with good possibilities for further growth. The associate professorship is a tenured position with research and teaching obligations.

To fulfill the research requirements of the position, the applicant chosen is expected to be physically present on a regular basis and actively participate in the teaching and research activities of the Department. The successful applicant of the assistant professorship is obliged to participate in the assistant professor program at CBS on teaching principles and methods in order to fulfill the pedagogical requirements made at the end of the term of employment

Responsibilities
• Teaching and associated examination in existing CBS programs, including Executive Education
• Rejuvenating existing sessions, courses and teaching programs and contributing to innovative new ones
• Individual and group based research meeting high international standards
• Promoting CBS’s academic reputation 
• Initiating, fund raising and coordinating research projects
• Promoting the teaching and research capabilities of Copenhagen Business School and other relevant assignments at Copenhagen Business School
• Contributing to the administrative responsibilities of the Department and to CBS-wide tasks
• Communicating findings to the public in general and to CBS’s stakeholders in particular, including participating in the public debate.
• Research meeting high international standards, including responsibility for the academic development of the relevant discipline
• Responsibility for publishing, scientific communication and research-based teaching
• Active participation in the regular research activities, such as research seminars, workshops and conferences.

The successful applicants professor are expected to contribute to the development and application of the research of the department’s research areas and to maintain and strengthen CBS’s international research position.

Qualifications
• Advanced degree in an appropriate field
• Documented teaching qualifications or other material for the evaluation of his/her pedagogical level
• Documented research production at a high international level, including publications in the field’s internationally recognized journals

The applicant must hold a PhD or the equivalent. Emphasis is placed on the applicant’s research potential, which means that a researcher with a large research potential may be preferred to a researcher with a large research production. Applicants for the Associate professorship without appropriate teaching experience will be appointed on a probationary period of up to 1½ years.

Copenhagen Business School has a broad commitment to the excellence, distinctiveness and relevance of its teaching and research programs. Candidates who wish to join us should demonstrate enthusiasm for working in an organization of this type (highlighting, for example, relevant business, educational and dissemination activities).

For further information please contact: Head of Department Nicolai J. Foss, e-mail: njf.smg@cbs.dk. Information about the department may be found at www.cbs.dk/smg.

Appointment and salary will be in accordance with the Ministry of Finance’s agreement with the Central Academic Organization.

Application
Application must be sent via the electronic recruitment system, using the link below.

Application must include:
1. A statement of application.
2. Proof of qualifications and a full CV.
3. Documentation of relevant, significant, original research at an international level, including publications in the field’s internationally recognized journals and citations in the Social Science Citation Index and/or Google Scholar.
4. Documentation of teaching qualifications or other material for the evaluation of his/her pedagogical level.
5. Information indicating experience in research management, industry co-operation and international co-operation.
6. A complete, numbered list of publications (indicating titles, co-authors, page numbers and year) with an * marking of the academic productions to be considered during the review. A maximum of 10 publications for review are allowed. Applicants are requested to prioritize their publications in relation to the field of this job advertisement.
7. Copies of the publications marked with an *. Only publications written in English (or another specified principal language, according to research tradition) or one of the Scandinavian languages will be taken into consideration).

An expert committee will be reviewing the received job applications. The committee’s recommendation of each candidate will be submitted to the person in question.

Closing date: 03 February 2012

Copenhagen Business School must receive all application material, including all appendices (see items above), by the application deadline.

Details about Copenhagen Business School and the department are available at www.cbs.dk.

Copenhagen Business School invites applications for a chair/Professorship in Governance, Regulation, Risk and Compliance at the Center for Corporate Governance (CCG), which is a part of Department of International Economics and Management (INT).

CCG is one of the leading centers, in the area of corporate governance research, in Europe. Historically, our research and teaching have focused on board work, industrial foundations and board diversity. Lately, the center has also had increasingly focus on board strategy, risk management and regulation, especially in the financial sector.

Governance, risk and compliance are increasingly seen as a whole. International board work is becoming gradually more complex, new risk factors are emerging, and many business activities are getting significantly more regulated by various kinds of external and governmental bodies. These factors are becoming an essential part of modern board work; their impact on long term economic performance is still to be assessed, however. 

In recent years board work has become regulated to an unprecedented extent, particularly in the financial sector, and new governance models have emerged. Regulators have sought to influence shareholders (e.g. the European Shareholder Rights Directive), board behavior (e.g. corporate governance codes), executive compensation (e.g. Say on Pay), auditing (e.g. mandatory rotation of auditors), disclosure, risk taking, capital structure and many other aspects of the corporate governance system.  However, the rationale and impact of this massive intervention as a whole remain unclear and the processes which drive it are poorly understood. CCG addresses some of these emerging questions in an innovative major research project, entitled “Nordic Finance and the Good Society”. More information may be found at https://sf.cbs.dk/nfgs_uk.

This new chair in Governance, regulation, risk and compliance, will contribute to the research project and is expected to be active in the European policy debate. Academically, important research areas will include the (political) origins and (economic) effects of governance and regulation including the long term consequences of complexity as more layers are added to existing laws. This will include cost-benefit analyses of regulation and studies of regulatory processes as they unfold in politics and public administration. The scope for push back and dismantling of harmful regulation will also be a key concern.

Examples of research areas that the chair might cover:

• Regulation inside the European Union and the consequences of it. What are the consequences in terms of cost, innovation, flexibility, employment and value creation? The need for simplification is obvious, but how should it be achieved? What is the minimum regulation consistent with social and business efficiency?                
• In this new operating environment, how do boards manage and mitigate internal and external risks? What are the real-life consequences of this new order in the terms of other, more traditional board responsibilities (like strategic development, CEO selection, compensation policies, etc.)?

INT is an interdisciplinary department with a strong track record in corporate governance, international economics and international business. It is essential that the candidate is able to provide a significant contribution to the department’s distinct research profile. 

The professorship is time-limited to a period of 5 years. The position is defined as 75% research and 25% teaching.

The position is a full Professorship with research and teaching obligations. It is our ambition to be in the international frontline in these research areas; to publish our research results in leading international journals; to have an excellent research environment; to seek synergy between research and teaching, and to have a strong partnership with the business community.

Successful applicants must have an international profile, a strong record of research publications, and teaching experience in regulation and risk management. The candidate must be capable of providing dynamic leadership in the development of research and teaching, in securing external research funding, and in establishing strong ties with industry.

To fulfill the research requirements of the position, the applicant chosen is expected to be physically present on a regular basis and actively participate in the teaching and research activities as well as maintaining and establishing broad links across CBS and the international business community.

Responsibilities

• Personal research meeting high international standards, including responsibility for publishing, scientific communication and research-based teaching.
• The academic development of discipline.
• Research management, initiation of research projects, supervision of PhD students, international research co-operation, reviewing for academic journals.
• Research education and further training of researchers, supervision of assistant professors and assessment committee work.
• Teaching and associated examination in existing CBS programs, including Executive Education.
• Promoting CBS’s academic reputation.
• Initiating, fundraising and coordinating research projects.
• Contributing to the administrative responsibilities of the Department and to CBS-wide tasks.
• Communicating findings to the public in general and to CBS’s stakeholders in particular.
• Active participation in the regular research activities, such as research seminars, workshops and conferences.

Qualifications

Candidates must document a high degree of relevant, original and up-to-date scientific publications at an international level within the areas covered by the department. The field of Governance, Regulation, Risk and Compliance management in this context, is interpreted broadly to include relevant areas of applied probability.

Importance is put on the candidate’s ability to undertake research management and other relevant management functions.

The candidate should be able to document pedagogical qualifications, good teaching evaluations, and the ability to innovate within the educational field.

CBS emphasizes the candidate’s ability to establish productive contacts with the business community. The applicant must have professional proficiency in English (written and spoken), and any other languages would be a benefit.

Copenhagen Business School has a broad commitment to the excellence, distinctiveness and relevance of its teaching and research programs. Candidates who wish to join us should demonstrate enthusiasm for working in an organization of this type (highlighting, for example, relevant business, educational and dissemination activities).

Furthermore, in the application letter, we expect the applicant to reflect on the core values of the Department of International Economics and Management, which are described on our home page.

For further information please contact: Jens Gammelgaard, Head of Department, tel.: +45  3815 2512  , e-mail jg.int@cbs.dk, or Lars Ohnemus, Director of CCG, tel. +45 51 24 18 75, e-mail lco.int@cbs.dk. Information about the department may be found at http://www.cbs.dk/en/research/departments-and-centres/department-of-international-economics-and-management.

The appointment and salary will be in accordance with the Danish Ministry of Finance’s agreement corresponding to a salary grade 37 with the Central Academic Association plus a special allowance.

Application

Application must be sent via the electronic recruitment system, using the link below.

Application must include:

1. A statement of application.
2. Proof of qualifications and a full CV.
3. Documentation of relevant, significant, original research at an international level, including publications in the field’s internationally recognized journals and citations in the Social Science Citation Index and/or Google Scholar.
4. Documentation of teaching qualifications or other material for the evaluation of his/her pedagogical level. Please see guidelines for teaching portfolios.
5. Information indicating experience in research management, industry co-operation and international co-operation.
6. A complete, numbered list of publications (indicating titles, co-authors, page numbers and year) with an * marking of the academic productions to be considered during the review. A maximum of 10 publications for review are allowed. Applicants are requested to prioritize their publications in relation to the field of this job advertisement.
7. Copies of the publications marked with an *. Only publications written in English (or another specified principal language, according to research tradition) or one of the Scandinavian languages will be taken into consideration.

An expert committee will be reviewing the received job applications. The committee’s recommendation of each candidate will be submitted to the person in question.

Closing date:  1st of November 2016.

Copenhagen Business School must receive all application material, including all appendices (see items above), by the application deadline.

Details about Copenhagen Business School and the department are available at www.cbs.dk.
 
Application Deadline: 01/11/2016

Apply online athttps://ssl1.peoplexs.com/Peoplexs22/CandidatesPortalNoLogin/ApplicationForm.cfm?PortalID=3019&VacatureID=850270

The Department of Strategic Management and Globalization (SMG), Copenhagen Business School, invites expressions of interest for a tenure-track assistant professor position in strategic and international management, with a starting date around September 2017. Prospective candidates should hold or be very close to receiving their PhD degree around this date. They should also have very strong prospects for a successful research career as well as the willingness and ability to become effective teachers.

SMG employs an international group of 16 full-time faculty members, as well as part-time faculty, PhD students and external lecturers. The core research and teaching area of the Department is strategic and international management. This includes themes like the creation and implementation of global strategies, offshoring and internationalization of firms, the role of individuals and teams in knowledge-based competitive advantage, social networks, strategic entrepreneurship, strategic risk management, and the impact of informal and formal structures on firm performance and innovation. SMG’s stated aim is to continue to be among the leading departments in strategic and international management in Europe.

Over the past five years CBS ranks 20th in the world for research output published in Strategic Management Journal and 1st in the world for research output published in Journal of International Business Studies, the leading specialist outlets in SMG’s domain. SMG faculty have received many research awards from the AoM, AIB, and SMS. They also serve in various governance roles in these organizations and in editor and editorial board roles at leading journals. SMG faculty teach core and elective courses in strategic and international management at all levels, including bachelors, masters, PhD, and (executive) MBA programs, and the department is strongly committed to course development and innovative teaching.

We will be interviewing potential applicants during the 2016 Academy of Management conference, on the 7th, 8th, and 9th of August. You must apply by Friday, July 30th, to be taken into account. We are also available for interview during the 2016 Academy of International Business in New Orleans, with an application deadline of Tuesday, June 21st, and the 2016 Strategic Management Society conference in Berlin, with an application deadline of Friday, September 2nd. Selected candidates will be invited to come and present at CBS in early 2017.

Expression of interest for an initial interview should be sent electronically to smg@cbs.dk. Do not send these directly to the Head of Department or CBS Human Resources. You must include with your e-mail: A cover letter, your CV, and a job market research paper. Please indicate in your cover letter where and when you are available for interview.

More information about the department is available from cbs.dk/smg. You can also get in touch with Professor Michael Mol, the Head of Department, at mmo.smg @cbs.dk.

The Department of Strategic Management and Globalization (SMG), Copenhagen Business School, invites expressions of interest for multiple open rank positions at any level in strategic and international management, including tenure track assistant professors, with a starting date around September 2018. Prospective candidates should have a very strong research record, be effective teachers, and be willing to make other contributions to the department and school.

SMG employs an international group of 14 full-time faculty members, as well as part-time faculty, postdocs, PhD students, and adjunct faculty. The department expects to grow significantly in the near future. The core research and teaching area of the Department is strategic and international management. This includes themes like the creation and implementation of global strategies, offshoring and internationalization of firms, the role of individuals and teams in knowledge-based competitive advantage, human capital, social networks, strategic entrepreneurship, and the impact of informal and formal structures on firm performance and innovation. SMG’s stated aim is to continue to be among the leading departments in strategic and international management in Europe.

According to the UT Dallas Texas rankings over the past six years CBS ranks 6th in the world for research output published in Strategic Management Journal and Journal of International Business Studies, the two leading specialist outlets in SMG’s domain. SMG faculty have received many research awards from the AoM, AIB, and SMS. They also serve in various governance roles in these organizations and in editor and editorial board roles at leading journals. SMG faculty teach core and elective courses in strategic and international management at all levels, including bachelors, masters, PhD, and (executive) MBA programs, and the department is strongly committed to course development and innovative teaching. 

Expressions of interest should be sent electronically to smg@cbs.dk. Do NOT send these directly to the Head of Department or to CBS Human Resources. You must include an e-mail or cover letter that explains your interest and your CV. You need not submit reference letters or other documents at this stage. This search will continue until the positions are filled.

More information about the department is available from www.cbs.dk/smg.

Copenhagen Business School (CBS) invites applications for a vacant Assistant Professorship in Strategic and International Management at the Department of Strategic Management and Globalization (SMG). The Assistant Professorship will involve research and teaching within the area of Strategic and International Management as well as collaboration with the business community.  

Qualifications

The applicant must hold a PhD or the equivalent. Emphasis is placed on the applicant’s research potential, which means that a researcher with a large research potential may be preferred to a researcher with a large research production.

The applicant must have professional proficiency in English (written and spoken).

CBS has a broad commitment to the excellence, distinctiveness and relevance of its teaching and research programmes. Candidates who wish to join us should demonstrate enthusiasm for working in an organization of this type (highlighting, for example, relevant business, educational, and dissemination activities).

For further information please contact: Head of Department Nicolai J. Foss, e-mail: njf.smg@cbs.dk. Information about the department may be found at www.cbs.dk/smg.

Professorship in India Studies

Copenhagen Business School (CBS) invites applications for a vacant Professorship in India Studies at Asia Research Centre, the Department of International Economics and Management.

Examples of research areas that the professor might cover:

  • Political and economic development of India
  • Operations and investments of foreign companies in India
  • Internationalization processes of Indian companies
  • Relationships between Indian and foreign organizations

The successful candidate’s research will emphasize political, economic and institutional analysis on the one hand, and strategic, organizational and/or managerial aspects of business development in India, and in the broader context of Asia on the other.

The successful applicant must have an international profile, a strong record of research publications, and teaching experience in India Studies. He or she must be capable of providing dynamic leadership. To fulfill the research requirements of the position, the applicant chosen will be expected to be physically present on a regular basis and actively participate in the teaching and research activities of the Department as well as maintaining and establishing broad links across CBS.

A special responsibility of successful candidate will be to further develop the India-related research initiatives at the Asia Research Centre in synergy with the centre’s research activities on China, Japan, and Southeast Asia. This includes hosting workshops and conferences and initiating international research programmes as well as taking part in the centre’s publication programme.

Qualifications

  • Candidates must document a high degree of relevant, original and up-to-date scientific publications at an international level within the areas covered by the department.
  • Importance is put on the candidate’s ability to undertake research management and other relevant management functions.
  • The candidate should be able to document pedagogical qualifications, good teaching evaluations, and the ability to innovate within the educational field.
  • CBS emphasises the candidate’s ability to establish productive contacts with the business community.
  • The candidate must demonstrate ability to secure significant external research funding
  • The applicant must have professional proficiency in English (written and spoken).

For further information – use this link http://www.cbs.dk/cbs/jobs-paa-cbs/ledige-stillinger - and choose the link ‘Professorship in India Studies’

For further information please contact:  Head of Department Jens Gammelgaard, mail jg.int@cbs.dk. Information about the department may be found at www.cbs.dk/int.

Closing date:  15. October 2013.

The Department of Strategy and Innovation (SI) at Copenhagen Business School (CBS) is looking for tenure track assistant professors in International Business. Starting date around September 2020.

Copenhagen Business School has the status of an independent university and has more than 20,000 students and app. 450 full-time professors (assistant/associate/full). CBS is thus one of the largest business schools in Northern Europe, covering a wide range of business-related academic fields.

The Department of Strategy and Innovation (SI) is one of 11 departments within CBS. The department has about 45 faculty members, currently including 19 professors, 15 associate professors, 9 assistant professors, in addition to 6 postdocs and 20 PhD students. The department’s research is focused on strategy, innovation, entrepreneurship and international business. The department’s research is generally cross-disciplinary with a strong element of quantitative methods.  

The vacant assistant professorship is a six-year tenure-track position with research and teaching obligations. Promotion to tenured associate professor is possible with satisfactory teaching and publication performance.

Candidates should hold, or be close to completing, a PhD from an accredited institution. They should have a strong research record (or potential) in the areas listed above, and first-rate method skills. We expect relevant teaching experience and an interest in developing courses and study pro­grams.

  • Participants at DRUID, Copenhagen, June 19-21, can request an interview no later than June 14th.
  • Participants at the Academy of International Business, Copenhagen, June 24-27, can request an interview no later than June 19th.
  • The department will be interviewing at Academy of Management in Boston, August 9-13. Expressions of interest in an interview are welcome no later than July 26th.

If you wish to request an interview please send an email to hr.ino@cbs.dk. The email must include: A cover letter, your CV, and if possible one sample research paper.

The department will host campus visits by invitation late 2019 or early 2020. We expect to announce the formal call for applications in the early fall of 2019.

To find out more about the department go to www.cbs.dk/si.

Should you have any questions regarding this call, please contact Professor Grazia Santangelo, gs.si@cbs.dk or Head of Department, Keld Laursen, kl.si@cbs.dk.

Coppin State University (CSU) invites applications, expressions of interest and nominations for an outstanding academic leadership opportunity: Dean, College of Business.

A comprehensive, urban, liberal arts institution with a commitment to excellence in teaching, research and service to its community, the University embraces a mission of serving a diverse student body with a broad range of gifts, skills and social and economic challenges. Coppin State University College of Business is an accredited member of ACBSP and was identified as one of the top 50 most innovative small business schools in the country by the Business Research Group. The College’s three departments offer undergraduate degrees in accounting, management information system, management, marketing and sports and entertainment management. In addition, it is the only HBCU to offer a fully on-line degree in management.

Reporting directly to the Provost, the Dean, College of Business will serve as the chief academic and administrative officer for the College. The Dean will be a dynamic, collaborative and energetic leader who will be responsible for enhancing and invigorating the academic programs, inspiring faculty, staff and students, as well as engaging the Baltimore business community. The Dean will also work with faculty to articulate a shared vision of excellence and be expected to further the mission of the University and College by building collaborations; expanding resources in concert with the advancement office; and strengthening stakeholder connections.

A distinguished record of scholarship, teaching and service, as well as progressive leadership experience and an earned doctorate in business or a related field are required. The ideal candidate will offer evidence of administrative success in higher education, knowledge of professional business practices and an entrepreneurial approach to problem-solving and fundraising. Additional information about the position, including a Leadership Profile, can be found at www.wittkieffer.com.

Nestled in the heart of west Baltimore, Coppin State University was founded in 1900 as a training institute for African-American elementary school teachers and is named in honor of born slave and college graduate, Fanny Jackson Coppin. Today, this 118-year old institution is an urban, residential liberal arts university that provides academic programs in healthcare, education, nursing, business, criminal justice, social and behavioral sciences, and in STEM disciplines through its four colleges -- the College of Business, College of Arts & Sciences and Education, College of Behavioral and Social Science and the College of Health Professions. The university offers 53 majors, 12 graduate degree programs and 4 certificate programs. CSU prepares students to be competitive in regional and global markets through its commitment to excellence in teaching, research and community engagement.

Nominations, applications or inquiries are invited. Review of applications will begin immediately and will continue until the position is filled. Candidates should provide a curriculum vitae and a letter of application that addresses the responsibilities and requirements described in the Leadership Profile. These materials should be submitted in confidence to Witt/Kieffer consultants assisting the search committee, Jennifer G. Bauer and Oliver B. Tomlin, III via email at CoppinDeanBusiness@wittkieffer.com. The consultants can be reached by telephone through the desk of Angela Bettis at 301-654-5070.

Coppin State University is an Equal Opportunity/Affirmative Action employer. All qualified applicants will receive consideration for employment without regard to race, creed, color, ethnicity, national origin, ancestry, religion, gender, sexual orientation, gender identity, genetic information, marital status, pregnancy, age, disability status or veteran status.

Coppin State University (CSU) invites applications, expressions of interest and nominations for an outstanding academic leadership opportunity: Dean, College of Business.

A comprehensive, urban, liberal arts institution with a commitment to excellence in teaching, research and service to its community, the University embraces a mission of serving a diverse student body with a broad range of gifts, skills and social and economic challenges. Coppin State University College of Business is an accredited member of ACBSP and was identified as one of the top 50 most innovative small business schools in the country by the Business Research Group. The College’s three departments offer undergraduate degrees in accounting, management information system, management, marketing and sports and entertainment management. In addition, it is the only HBCU to offer a fully on-line degree in management.

Reporting directly to the Provost, the Dean, College of Business will serve as the chief academic and administrative officer for the College. The Dean will be a dynamic, collaborative and energetic leader who will be responsible for enhancing and invigorating the academic programs, inspiring faculty, staff and students, as well as engaging the Baltimore business community. The Dean will also work with faculty to articulate a shared vision of excellence and be expected to further the mission of the University and College by building collaborations; expanding resources in concert with the advancement office; and strengthening stakeholder connections. A distinguished record of scholarship, teaching and service, as well as progressive leadership experience and an earned doctorate in business or a related field are required. The ideal candidate will offer evidence of administrative success in higher education, knowledge of professional business practices and an entrepreneurial approach to problem-solving and fundraising.

Nestled in the heart of west Baltimore, Coppin State University was founded in 1900 as a training institute for African-American elementary school teachers and is named in honor of born slave and college graduate, Fanny Jackson Coppin. Today, this 116-year old institution is an urban, residential liberal arts university that provides academic programs in healthcare, education, nursing, business, criminal justice, social and behavioral sciences, and in STEM disciplines through its four colleges -- the College of Business, College of Arts & Sciences and Education, College of Behavioral and Social Science and the College of Health Professions. The university offers 53 majors, 12 graduate degree programs and 4 certificate programs. CSU prepares students to be competitive in regional and global markets through its commitment to excellence in teaching, research and community engagement. Nominations, applications or inquiries are invited.

Review of applications will begin immediately and will continue until the position is filled. For fullest consideration, applicant materials should be received by December 1, 2016. Candidates should provide a curriculum vitae and a letter of application that addresses the responsibilities and requirements described in the Leadership Profile. These materials should be submitted in confidence to Witt/Kieffer consultants assisting the search committee, Jennifer G. Bauer and Oliver B. Tomlin, III via email at CoppinDeanBusiness@wittkieffer.com. The consultants can be reached by telephone through the desk of Angela Bettis at 301-654-5070.

Coppin State University is an Equal Opportunity/Affirmative Action employer. All qualified applicants will receive consideration for employment without regard to race, creed, color, ethnicity, national origin, ancestry, religion, gender, sexual orientation, gender identity, genetic information, marital status, pregnancy, age, disability status or veteran status

We are currently recruiting for a Lecturer in Human Resource Management in the Department of Management and Marketing, Cork University Business School, UCC, Ireland. I am happy to take informal enquiries on the role.

The Department of Management and Marketing is committed to providing a dynamic and supportive learning and research environment, which recognises the diverse backgrounds and interests of both students and staff. The purpose of this post is to further the realisation of the Department’s vision to be recognised as both a disciplinary leader in human resource management research and education, and for our multi-disciplinary contribution to addressing the pressing challenges of business and society. This ambition was manifest with the successful launch of the Human Resource Research Centre (HRRC) in 2018.

Faculty in the department are increasingly recognised at a national and international level for the quality of their research as evidenced by publications in the leading international journals (e.g. Human Resource Management Journal, Human Relations, British Journal of Management, Human Resource Management, Journal of Management Studies, International Small Business Journal; International Journal of Human Resource Management), holding of editorial roles (e.g. Human Resource Management Journal; European Journal of Training and Development; Safety Science), membership of editorial advisory boards, and so forth. The advertised role will involve contributing to the design, development and delivery of teaching at undergraduate and postgraduate level, as well as conducting research and publishing in high quality outlets, supervise students, and contribute to the administrative duties of the school and the academic life of the university. The succesfull applicant will be expected to play an academic directorship role in our suite of HRM programmes (e.g. MSc Human Resource Management and/or Higher Diploma Human Resource Management).

Applications for the Lectureship in Human Resource Management are invited from those with teaching and research experience in the broad domain of human resource management (i.e. inclusive of areas like industrial relations). The ability and willingness to teach across multiple areas of human resource management is important for this role. Applicants with a strong ambition and desire to play a proactive role in leading our academic programmes and research endeavours are especially welcome.

Please note that Garda vetting and/or an international police clearance check may form part of the selection process.

For an information package including full details of the post, selection criteria and application process see https://ore.ucc.ie/. The University, at its discretion, may undertake to make an additional appointment(s) from this competition following the conclusion of the process.

Informal enquiries can be made in confidence to Prof Anthony McDonnell Tel: 021 490 3735, Email: anthony.mcdonnell@ucc.ie  

Further information on the Department is available in the candidate information pack and at https://www.cubsucc.com/

Appointment may be made on the Lectureship Salary Scale: €33,481 - €59,132/€64,627 - €83,096. Salary placement on appointment will be in accordance with public sector pay policy.

Applications must be submitted online via the University College Cork vacancy portal (https://ore.ucc.ie/). Queries relating to the online application process should be referred to recruitment@ucc.ie, quoting the job-title.

Candidates should apply, in confidence, before 12 noon (Irish Local Time) on Tuesday, 23rd April 2019.

No late applications will be accepted.

UNIVERSITY COLLEGE CORK IS AN EQUAL OPPORTUNITIES EMPLOYER

Please note that an appointment to posts advertised will be dependent on University approval, together with the terms of the employment control framework for the higher education sector

Guest Editors:

Crystal Jiang Ph.D., Bryant University, cjiang1@bryant.edu

Irem Demirkan Ph.D., Loyola University Maryland, idemirkan@loyola.edu

Qin Yang Ph.D., Robert Morris University, yang@rmu.edu

Submission deadline: September 15, 2017

Special Issue Theme Background

This New England Journal of Entrepreneurship (NEJE) special issue on ‘Corporate Entrepreneurship in Emerging Markets’ aims to explore key features of the corporate entrepreneurship in emerging economies.

It is widely accepted in the literature that corporate entrepreneurship encompasses two main phenomena of innovation and venturing (Yiu & Lau, 2008). While innovation refers to introduction of new products and production processes for improved firm performance, the focus on venturing is the creation of new businesses.

Corporate entrepreneurship can be a necessary driver for economic growth, new sources of employment, and an important source for reducing economic disparity. Contextual factors and social mechanisms are very important for entrepreneurship (Antio, Kenney, Mustar, Siegel & Wright, 2014; van Burg & Romme, 2014). For instance, firms’ corporate entrepreneurship interplays with government institutions (Holmes, Zahra, Hoskisson, DeGhetto & Sutton, 2016). However, studies focusing on corporate entrepreneurship, specifically those look into the roles of innovation and new venture creation have been neglected in emerging economies nations. Although corporate entrepreneurship can make a big difference in the firm competitiveness of emerging markets (Bruton, Ahlstrom & Obloj, 2008; Guo, Jiang, & Yang, 2014), the literature is still lacking in exploring the dynamics of corporate entrepreneurship in these contexts (e.g., De Clercq, Danis & Dakhli, 2010; Kiss, Danis & Cavusgil, 2012).

Emerging markets are defined as low-income, rapid-growth countries where government policies encourage economic liberalization. Emerging markets includes 51 developing countries in Asia, Latin America, Africa, and the Middle East and 13 transition economies (Hoskisson, Eden, Lau, & Wright, 2000). Emerging markets offer not only market potential but also a competitive advantage of their own as they become increasingly integrated into the global economy. Moreover during the last decade, emerging markets have assumed a prominent position in the global economy and they account for more than half of world GDP (IMF). Owning to their weak legal environment and resource deficiency, emerging market firms have been found to access to all possible sources of competitive strength (Contractor, 2013) and exploit unique firm-specific advantages for corporate entrepreneurship activities (Jiang, Yang, Song, & Annavarjula, 2016; Kotabe, Jiang, & Murray, 2016;  Luo & Rui, 2010). Therefore, the need to open up the issue of corporate entrepreneurship as a significant source of firm competitiveness in these economies will fill an important void not only in corporate entrepreneurship, but also in emerging market management literatures.

Overall, the guest editors hope that the NEJE special issue will contribute to establishing the groundwork for corporate entrepreneurship in emerging markets that potentially inform both management research and practice for the future.

Potential Research Questions

The following list of research questions is neither intended to be exhaustive nor complete.

  • How does unique setting of emerging markets foster corporate entrepreneurship?
  • What are the processes of corporate entrepreneurship of firms in emerging markets?
  • How do technological forces drive the process of innovation in emerging markets?
  • What are the implications of government involvement in emerging markets on corporate entrepreneurship? How can firms from emerging markets create and protect their propriety technologies while competing globally?
  • How can firms from emerging markets benefit from the pursuit of corporate entrepreneurship?
  • Do firm characteristics matter in the pursuit of its corporate entrepreneurship from emerging markets including but not limited to firm size, firm age, industry, geographical locations, and among others? Do differences in ownership (ex. State owned enterprises, family businesses, business groups) common to emerging markets matter in pursuit of corporate entrepreneurship?
  • Does internationalization of firms from emerging markets stimulate corporate entrepreneurship? Why and how?
  • Are multinational corporations operating in emerging markets in a more favorable position than local firms in the pursuit of corporate entrepreneurship?
  • Compared with developed economies, does the nature of corporate entrepreneurship change in some way in emerging economies?

Questions about the special issue may be directed to any of the guest editors: Crystal Jiang (cjiang1@bryant.edu), Irem Demirkan (idemirkan@loyola.edu), and Qin Yang (yang@rmu.edu).

Notes for Prospective Authors:

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

All papers are refereed through a double-blind rigorous developmental peer review process.

All papers must be submitted online. Submission guidelines are available at http://digitalcommons.sacredheart.edu/neje/policies.html.

Important Dates:

Submission of manuscripts: September 15, 2017

Notification to authors: November 15, 2017

Final versions due: January 31, 2018

Publication date: Spring, 2018

References:

Autio, E., Kenney, M., Mustar, P., Siegel, D., & Wright, M. (2014). Entrepreneurial innovation: The importance of context, Research Policy, 43(7), 1097-1108.

Bruton, G., Ahlstrom, D., & Obloj, K. (2008). Entrepreneurship in emerging economics: where are we today and where should the research go in the future? Entrepreneurship Theory and Practice, 32(1), 1-14.

Contractor, F.  (2013). “Punching above their weight”: The sources of competitive advantage for emerging market multinationals, International Journal of Emerging Markets, 8(4), 304-328.

De Clercq, D., Danis, W., & Dakhli, M. (2010). The moderating effect of institutional context on the relationship between associational activity and new business activity in emerging economies, International Business Review, 19(1), 85-101.

Guo, C., Jiang, C., Yang, Q. (2014). The development of organizational capabilities and corporate entrepreneurial processes: The case of Chinese automobile firms. Thunderbird International Business Review, 56(6): 483-500.

Holmes, R.M., Zahra, S.A., & Hoskisson, R.E. (2016). Two-way streets:Tthe role of institutions and technology policy in firms’ corporate entrepreneurship and political strategies, Academy of Management Perspectives, 30(3), 247-272.

Hoskisson, R.E., Eden, L., Lau, C.M., & Wright, M. (2000). Strategy in emerging economies. Academy of Management Journal, 43, 249-267.

Jiang,C., Yang, Q., Song, S., Annavarjula, M. (2016). Emerging market firms’ catch-up strategy in new product development: Cases from Chinese companies. International Journal of Business and Emerging Markets, 8(3): 324-339.

Kiss, A., Danis, W., & Cavusgil, S. (2012). International entrepreneurship research in emerging economies: A critical review and research agenda, Journal of Business Venturing, 27(2), 266-290.

Kotabe, M., Jiang, C., & Murray, J. (forthcoming). Examining the complementary effect of political networking capability with absorptive capacity on the innovative performance of emerging-market firms. Journal of Management (online available).

Luo, Y., & Rui, H. (2010). An ambidexterity perspective toward multinational enterprises from emerging economies. Academy of Management Perspectives, 23(4), 49-70.

Van Burg, E., & Romme, A. (2014). Creating the future together: Toward a framework for research synthesis in entrepreneurship, Entrepreneurship Theory & Practice, 38(2), 369-397.

Yiu, D., & Lau, C.M. (2008). Corporate entrepreneurship as resource capital configuration in emerging market firms. Entrepreneurship Theory & Practice, 32, 37-58.

Aims and Scope

Corporate failures resulting from financial instability or scandal have serious negative consequences for all stakeholders, including employees, business partners, investors, creditors, auditors, regulators, capital markets, and society at large. The impact is even more severe when these events happen concurrently with economic stress, such as during the recent financial crisis, or when they occur on an industrywide basis, such as with the diesel emission scandal. This can lead to widespread negative effects in a particular country, or even unfold contagion effects across countries and industries. Furthermore, the effects of these events are usually profound, and can range from long-lasting negative reputational damage to the collapse of entire industries.

Establishing a clear understanding of the drivers of corporate failure is key. Unfortunately, the task has been overly challenging for researchers, partly because of misconceptions about how exactly to define it. Corporate failure has generally been deemed the cessation of operations by a corporation due to involvement in court procedures, or voluntary actions such as bankruptcy. We believe in taking a somewhat broader view of corporate failure, whereby a firm may be considered a failure if it does not meet particular objectives set forth by shareholders, stakeholders, and management. This type of failure is often linked with various agency problems, ineffective corporate governance, and misplaced incentives.

Some recent scandals and corporate failures of large corporations have underscored the impact on the capital market and society as a whole. They have highlighted the need for regulators to rethink regulatory frameworks and enforcement, and for corporations to rework their organizational structures and business ethics. For example, the financial industry appears especially prone to scandals, even after the hard lessons of the financial crises. Several large global banks, including Deutsche Bank, Merrill Lynch, Santander, JPMorgan, and Commerzbank, were involved in one of the largest tax evasion trading schemes in history, referred to as "cum-ex," where bank clients falsely claimed multiple tax rebates on capital gains taxes. This resulted in treasury costs of about €55.2bn. Similarly, major banks were accused of committing fraud and collusion in their rate submissions to LIBOR, which is the underlying for many derivatives and contracts, including mortgages.

However, even the perceived saviors in the finance arena called “Fintech” have disrupted the industry itself by increasing the margin pressure on established banks. Margin pressure was cited as the primary reason behind Wells Fargo’s recent scandal, where the bank charged over 800,000 customers for unwanted auto insurance. And Fintechs also seem to have become victims of their own success and high growth. For example, shares of the financial service provider Wirecard dropped by 25% on January 30, 2019, after it was accused of using forged contracts in multiple suspicious transactions.

Another example is the rise of Initial Coin Offerings (ICOs). This less regulated form of crowdsales, created to raise funds through a blockchain by selling venture-related tokens or coins in exchange for legal tender or cryptocurrencies, garnered enormous attention during 2017 and 2018. ICOs ultimately raised tens of billions of dollars. Unfortunately, according to Statis Group, about 80% of the transactions completed in 2017 have been identified as scams.

All of these recent events have raised fundamental questions that will be addressed in this special issue. We welcome the submission of research papers on the following topics:

Insider Trading

  • What problems are associated with current insider trading regulations, and how can we improve the regulatory framework (e.g., penalties for breaking the law) to ensure effective enforcement of current laws?
  • What are the direct and indirect detection mechanisms for illegal insider trading? What is an optimal and reliable detection policy?
  • What ethical and economic issues are associated with insider trading, and how do they interact?

Market Manipulation

  • How do accounting scandals affect firm, market, and investor confidence? What are the most effective methods to restore investor confidence after a major corporate scandal?
  • What aspects of corporate governance structures and executive compensation schemes encourage or prevent managers from engaging in fraudulent or deceptive conduct?
  • How do disclosure-disciplining mechanisms in general, and shareholder litigation in particular, mitigate the problem of illegal or unethical insider behavior? What are the problems associated with the current laws, and what potential new regulations could improve the regulatory framework?

Tax Evasion

  • How does a firm’s corporate governance structure impact illegal tax evasion behavior? And how do managerial incentives (versus shareholder value maximization) motivate tax avoidance behavior?
  • What are the economic impacts of tax evasion on firm value, and how does it differ among countries with different legal and cultural environments?
  • How do offshore intermediaries help firms evade taxes and violate regulations? What potential channels could improve regulation?
  • What are the most effective detection mechanisms to uncover tax evasion? And how does detection probability affect their use by firms?

High Frequency Trading (HFT)

  • What are the positive and negative impacts of HFT and algorithmic trading on the equity market?
  • What problems are associated with the current and suggested regulations on HFT (e.g., a per trade tax, implementation of fees, restricting the number of cancelled orders, etc.)? How can we improve HFT regulations in order to block potential channels for financial misconduct?
  • What are the potential ethical/legal problems arising from the use of sophisticated and high-speed computer programs for generating, routing, and executing orders? How does it affect investor confidence (and also fairness perception) in financial markets?

Initial Coin Offerings and Crypto Assets

  • What legal issues are associated blockchain-based coins and tokens?
  • What are the potential channels for digital currency scams, and how can the regulatory framework be improved to mitigate the problem?
  • What are the benefits and costs associated with crypto assets?
  • How should the Initial Coin Market be regulated?

Details of Paper Submission and Due Date

Interested contributors should submit preferably full papers (only in English), but extended abstracts (1,000 to 1,500 words) may also be considered if they show considerable promise no later than September 30, 2019. Papers are submitted to the attention of the Guest Editors Rebel Cole (coler@fau.edu), Sofia Johan (sjohan@fau.edu), and Denis Schweizer (denis.schweizer@concordia.ca) with the subject heading: "Corporate Failures: Declines, Collapses and Scandals."

Based on these drafts, the Guest Editors in consultation with the Scientific Committee Members will select manuscripts that are most likely to result in first-rate, high-impact publications. Authors will be notified on or before November 30, 2019 if their papers are accepted for presentation at the International Conference on Corporate Failures: Declines, Collapses and Scandals that will be held the College of Business, Florida Atlantic University (Boca Raton, U.S.) February 29, 2020. Following the conference, authors will be invited to revise their papers based on the Guest Editors’ comments and those from the discussants and conference participants. Authors will then be asked to submit their revised version through the journal portal (https://www.journals.elsevier.com/journal-of-corporate-finance/) by August 1, 2020, to be peer-reviewed by two anonymous referees based on Guest Editors recommendation. Journal of Corporate Finance General Editors will make final decisions. After the normal review process, we expect to publish the Special Issue during the second half of 2021.

The International Conference on Corporate Failures: Declines, Collapses and Scandals will be conjointly organized by John Molson School of Business (Concordia University, Montreal, Canada) and Florida Atlantic University (Boca Raton, U.S.)

OVERVIEW: The objective of this Special Issue is to address theoretical and empirical gaps in prior Finance and International Business (IB) studies associated with corporate governance problems and the effectiveness of governance solutions in the context of multi-national enterprises (MNEs).  The last decade has witnessed significant growth in both policy and research devoted to the corporate governance of MNEs.  While IB and corporate finance research continue to evaluate the challenges facing MNEs in foreign product and capital markets, scholars have yet to adequately address the underlying corporate governance challenges, especially when MNEs operate in different industry and formal regulatory and informal normative and cultural institutional contexts.  We invite submissions with a focus on the complex interface between firm-level governance mechanisms and diverse institutional contexts, including legal, economic, cultural and political institutions, that have a profound impact on various organizational outcomes of MNEs, such as capital structure, global business strategy including, for example, cross-border M&As, non-market strategies, and performance.  This Special Issue will attempt to extend our understanding of governance issues in MNEs to embrace corporate finance, strategy and knowledge dimensions together with contextual issues related to national and global institutions.

TOPICS: The Special Issue welcomes both theoretical and empirical papers.  Topics for the Special Issue can include, but are not limited to:            

  • The role of institutions and national business systems in corporate governance of MNEs.
  • Complementarities and substitution among governance mechanisms at the firm-, industry- and macro-levels.
  • Ownership and control structures in MNEs and their impact on global strategy and performance.
  • Institutional voids and governance in global business groups, especially in emerging markets.
  • The family-centric governance model in MNEs and its organizational effects.
  • The governance role of global financial institutions and institutional investors including private equity and sovereign wealth funds (SWFs).
  • The role of political connections and business networks in governance of emerging market MNEs.
  • Executive incentives and their performance outcomes in the global business context.
  • The role of informal institutions in the governance of MNEs, including normative, cognitive and cultural aspects.
  • The inter-relationships between governance, institutions and the capital raising strategies of MNEs.
  • The influence of legal and regulatory institutions on the governance of MNEs.
  • Institutions, governance, and non-market strategies of MNEs.
  • The influence of institutions and industry context on the balance between monitoring, strategic and legitimacy roles of governance in the MNE context.
  • The governance aspects of MNEs’ global networks. The headquarter-subsidiary governance relationships.
  • The impact of competition in both product and capital markets on governance of MNEs.
  • The interactive effects of institutions and the external governance of third party “gatekeepers” (e.g., stock market analysis, bank-underwriters etc.) on MNE outcomes.

PAPER SUBMISSION PROCEDURE:  Authors are asked to submit a full article by February 27, 2017. All submissions must adhere to the Journal of Corporate Finance editorial guidelines (http://www.journals.elsevier.com/journal-of-corporate-finance/). The papers will be screened initially by Special Issue’s Editors. The short-listed papers will go through the JCF regular review process according to standard journal policy. The first round of reviews will be followed by a paper development conference that will be held at the University of Georgia campus in Atlanta, Georgia (USA) on August 2-3, 2017.  Acceptance to the conference does not guarantee acceptance into the Special Issue.

DEADLINE: February 27, 2017  

Notification of acceptance to Special Issue conference

May 29, 2017

Special Issue conference

Atlanta, Georgia USA, August 2-3, 2017

Special Issue resubmission deadline

October 1, 2017

Notification of acceptance to Special Issue

December 2017

There is growing interest among scholars concerning the managerial implications of corporate social responsibility (CSR) and related areas such as firm sustainability. Because of the rise in consumer, investor, supplier, and worker demands for CSR, managers have begun to ask important questions regarding how to manage these activities and how to allocate resources to them. All of this has led to a strong organizational and community demand for research on CSR-related topics such as environmental responsibility, sustainability, and the appropriate management of stakeholders (including employee relations issues). In addition, practitioners seek knowledge that can be used to better manage employees in organizational settings vis-à-vis CSR.

Despite increasing attention, CSR research is still in an embryonic stage, with critical issues regarding frameworks and empirical methods yet to be resolved. Furthermore, much of the research to date has largely involved a macro level of analysis, focusing on such issues as understanding the relationship between CSR and the financial performance of firms. To achieve a more complete perspective on CSR, however, theory and research will need to address more micro-level human resource management and organizational behavior issues. As such, the primary goal of this special issue is to serve as a catalyst for scholarly work on CSR that expands the domain from an exclusive focus on the macro level of analysis to an inclusive focus that incorporates issues more directly related to human resource management and organizational behavior.

Original empirical research, theory development, meta-analytic reviews, and narrative literature reviews are all potentially appropriate for inclusion in the special issue. A number of topic areas that are commonly addressed by Personnel Psychology are potentially relevant to CSR issues. Some research questions that might be addressed in this special issue include (but are not limited to):

  • How is CSR related to leadership and the characteristics of top executives?
  • Can human resource management or organizational behavior offer innovative approaches to the study or measurement of CSR?
  • How are ethical decision-making processes related to CSR endeavors?
  • What implications do traditional human resource systems (e.g., selection, training, performance management, work design) have for effective adoption or implementation of CSR?
  • What is the relationship between organizational culture/climate and CSR?
  • Can CSR have an effect on employee identity?
  • Is it appropriate for job analysis, recruitment, selection, appraisal, reward, and training processes to take into account CSR, and if so, how might such processes be designed?
  • How does CSR affect employee-based indicators of effectiveness, such as absenteeism or turnover rates?
  • What is the relationship between CSR and international human resource management?
  • What are the effects of programs whereby employees engage in community service activities while receiving compensation from their firms?
  • Is there a relationship between diversity and CSR?
  • What are the implications of CSR for strategic human resource management?
  • How do CSR policies or practices relate to employee work attitudes or morale?

Submission Process and Timeline
To be considered for the special issue, manuscripts must be submitted no later than December 31, 2011, U.S. Eastern Standard Time. Papers may be submitted prior to this deadline as well. Submitted papers will undergo a double-blind review process and will be evaluated by at least two reviewers and a special issue editor. Final acceptance is contingent on the review team’s judgments of the paper’s contribution on four key dimensions:

  1. Theoretical contribution: Does the article offer new and innovative ideas and insights or meaningfully extend existing theory?
  2. Empirical contribution: Does the article offer new and unique findings and is the study design, data analysis, and results rigorous and appropriate in testing the hypotheses or research questions?
  3. Practical contribution: Does the article contribute to the improved management of people in organizations?
  4. Contribution to the special issue topic.

Authors should prepare their manuscripts for blind review according to the directions provided in the 2010 Publication Manual of the American Psychological Association (6th ed.). Be sure to remove any information that may potentially reveal the identity of the authors to the review team.

Manuscripts should be submitted electronically at:
http://mc.manuscriptcentral.com/ppsych

One notable feature of corporate social responsibility (CSR) is its fundamentally contested and socially constructed nature. While CSR has been typically seen in terms of voluntary and firmspecific phenomena in prior research, what constitutes responsible or irresponsible corporate behaviour depends very much on the wider institutional setting and how it defines and regulates legitimate corporate action. Corporations are embedded in wider societal and political arrangements and participate in local, national, and transnational polities. While CSR research widely acknowledges the importance of stakeholder salience and institutional context in shaping CSR, the role of institutions and processes of institutional change for CSR has remained under-explored. A second, less studied, aspect of the comparative, and therefore collective, character of CSR concerns the importance of norms, conventions, and expectations of appropriate conduct that originate outside of firms’ organisational field. Such norms and standards of behaviour often relate to differences between countries in formal regulatory institutions or in normative or cultural conventions regarding business conduct.

Researchers have recently shown particular interest in the intersection of CSR and institutional theory (Aguilera & Jackson, 2003; Campbell, 2006; Matten & Moon, 2008). The study of institutions brings light to how responsible and irresponsible behaviour of corporations is framed by wider social and political frames. Apart from mapping out new conceptual space in the understanding of CSR, an institutional perspective beyond the immediate organisational fields of individual companies has recently generated interest through the developments in the world economy in the late 2000s. The so-called ‘financial crisis’ has not only surfaced novel forms of corporate irresponsibility but in fact has unmasked the pivotal role of private corporations for a host of issues hitherto seen as core expectations on governments. The institutional embeddedness and governance mechanisms with which business and societies are mutually interdependent have given rise to novel ways of thinking not only about CSR, but in fact about the role of the institution of the modern (global) corporation Crouch, 2004, 2009).

While institutions shape how firms respond to a variety of social and environmental issues, research has shown that companies are not passive actors in processes of institutional entrepreneurship and development, particularly in contexts characterised by weak, underdeveloped, or unenforced institutional arrangements. The presence of such ‘institutional voids’ presents particular opportunities and challenges for understanding and enacting corporate responsibilities.

Multinational companies face particular difficulties in developing and implementing approaches to the management of their social responsibilities when operating across diverse institutional environments.

The goals of this Special Issue are to (a) stimulate innovative research on the social and political embeddedness of CSR within a variety of local, sectoral, national, and international settings; (b) develop conceptual tools for understanding the intersection of CSR with regulatory institutions, as well as diverse institutions of economic governance or “varieties of capitalism”; and (c) advance our understanding of CSR as a process of governance, whereby responsible and irresponsible behaviour is socially defined, contested, and sanctioned by various stakeholders with different degrees of power and influence over corporate decision-making. We invite theoretical and empirical papers from a variety of traditions in thinking about and studying institutions. The following is a list of indicative, but not exhaustive, topic areas:

  • CSR in cross-national comparison: institutional diversity and CSR; varieties of capitalism and corporate responsibility; implicit vs. explicit forms of CSR
  • CSR and state regulation: the implications of liberal or interventionist forms of state intervention for defining the social space of CSR; framing of CSR in the context of different forms of statehood; CSR as a substitute for formal regulation; the role of CSR within “institutional voids” or areas of limited statehood
  • Diffusion of CSR: understanding the spread and form of CSR initiatives; regulative, normative, and mimetic forms of isomorphism
  • Standard setting: standard setting with regard to social, environmental or governance standards; use of social branding and labeling; regulation of social and environmental disclosure
  • Stakeholder power and influence: local actor constellations and power dynamics; the role of unions in implementing CSR initiatives; forms of influence by NGOs, media, or other civil society actors
  • Reputation as a governance mechanism: role of responsible and irresponsible behavior in shaping reputation;
  • Historical perspectives on CSR: origins of CSR in different countries or sectors; long-term changes in the relationship between the state, civil society and corporations.

Submissions
Socio-Economic Review (SER) aims to encourage work on the relationship between society, economy, institutions and markets, moral commitments and the rational pursuit of self-interest. The journal seeks articles that focus on economic action in its social and historical context. In broad disciplinary terms, papers are drawn from sociology, political science, economics and the management and policy sciences. The journal encourages papers that seek to recombine disciplinary domains in response to practically relevant issues, while at the same time encouraging the
development of new theory.

Papers should be submitted by email to Gregory Jackson (email: gregory.jackson@fu-berlin.de). Please prepare manuscripts according to the guidelines shown at ser.oxfordjournals.org. The
maximum length of articles including references, notes and abstract is 10,000, and the minimum length is 6,000 words. Articles must be accompanied by an abstract of no more than 150 words. The main document has to be anonymous and should contain title, abstract, and strictly avoid selfreferences. Papers will be reviewed following the journal’s normal review process and criteria. Papers accepted into the revision stage will be presented and discussed with the Guest Editors at a workshop which will be organized in conjunction with the SASE annual conference on June 23-25, 2010 held at the Universidad Autónoma de Madrid, Spain (for details, see www.sase.org).

For further information please contact any of the Guest Editors for this Special Issue:

Steve Brammer: mnssjab@management.bath.ac.uk
Gregory Jackson: gregory.jackson@fu-berlin.de
Dirk Matten: dmatten@schulich.yorku.ca

Special issue call for papers from International Marketing Review

Guest Editors

Pervez N. Ghauri, King’s College London, United Kingdom
Byung Il Park, Hankuk University of Foreign Studies, South Korea
Chang Hoon Oh, Simon Fraser University, Canada

Purpose and Research Questions

Despite the recent economic slump and subsequent fluctuations of development activities in some markets, the general trend of economic growth around the globe has continuously shown upward movement over the last three decades. Along with the improvement in the quality of life, consumers are paying more attention to ethical and philanthropic activities of Multinational Enterprises (MNEs). Due to this phenomenon, corporate social responsibility (CSR) research is growing in importance. Scholarly evidence increasingly confirms that CSR activities are beneficial for corporate success (e.g., Orlitzky et al., 2003; Waddock and Graves, 1997). We presume that this is probably because consistent CSR activities induce a corporation's image enhancement, which subsequently results in consumer's trust in its products (Turker, 2009). Taken together, there is a general consensus that CSR is often considered as a key factor significantly influencing market image and corporate success at home as well as in international markets.

Reflecting the trend discussed above, scholars and business practitioners perceive CSR as an integral part of marketing strategy. In addition, in order to maximize shareholder wealth by carrying out actions that increase business profit, various stakeholders also need to be convinced that the company is a good citizen in the society (Freeman, 1984). Meanwhile, it should be noted that among all the stakeholders, one important group that appears to be particularly influential for firms to initiate CSR activities is consumers (Du, Bhattacharya and Sen, 2010). Considering the globalization of the markets, companies need to create a positive image in all international markets. However, a thorough review of the literature indicates that most studies exploring CSR are concentrated only on Domestic Marketing (e.g., the impact of CSR on consumer loyalty in the local markets) (see e.g., Adams, Licht and Sagiv, 2011; Muller and Kräussl, 2011; Luo and Bhattacharya, 2006; Lai et al., 2010), which clearly indicates that CSR research tends to have an implied domestic marketing bias and very little research into CSR issues has considered CSR’s international marketing implications.

CSR activities can also be used as a valuable international marketing strategy. For instance, some studies in International Marketing suggest that CSR by international marketers will significantly improve their national and corporate brands in developing and emerging markets (Torres et al., 2012). As another example, the spread of good word-of-mouth about desirable business practices between international consumers is definitely crucial for multinational enterprises to achieve successful subsidiary operations in foreign markets (Luo and Bhattacharya, 2006). Despite these facts, it is hard to find scholarly attention paid to the discussions linking international marketers, their CSR behavior and its influence on success/failure in foreign markets. Many major questions thus remain unanswered with respect to the nature and consequences of CSR activity for MNEs’ marketing strategies.

The aim of this special issue is to bring together theoretical and empirical advancements connecting CSR and international marketing issues. We seek both theoretical and empirical papers that may address, but are not limited to, the following list of potential research questions:

  • Do international marketers' CSR practices function as a catalyst enhancing international competitiveness and organizational performance in foreign markets?
  • Does good corporate image derived from CSR practices play a pivotal role in acquiring local market information and eventually improving competitiveness in international markets?
  • What are the motivations for CSR practices in foreign markets? Is there any particular relationship between the level of foreign CSR and national brand enhancement? Is there a difference in motivations between the CSR activities of international marketers in developed and developing nations?
  • How do international marketers adapt themselves to host country CSR practices and regulations? What factors influence this adaptation? Does this adaptation process increase the brand value of MNEs?
  • Do international marketers adopt standardized CSR practices, or do they adapt their approaches to host countries? What are the potential benefits/drawbacks and other marketing related consequences?
  • Are the marketing-related and ethically-related benefits of CSR activities universal across foreign markets?
  • Do foreign firms’ advanced environmental and marketing capabilities affect their CSR practices and brand image?
  • How do firms transform environmental capability in order to internationally link it to marketing advantages under the institutional void (i.e., in least developed countries)?
  • How do international marketers manage their CSR best practices in different local market environments?
  • What are international marketing strategies of social enterprises?
  • Is the CSR activity of global marketing firms related to the development of country of origin perceptions, country image or consumer ethnocentrism?
  • Do MNEs in developed and emerging markets differ with respect to their CSR activity, and if so, why? Does it matter in terms of marketing success?
  • Multinational CSR activity: what is it and how should it be measured?
  • What is the impact of CSR communications on employee citizenship behavior across different markets?
  • Do consumers, employees and investors in different countries respond differently to CSR activities and communications?

Submission Instructions

The deadline for submissions is 31 March 2014. Submissions should be made via ScholarOne Manuscripts: http://mc.manuscriptcentral.com/imrev

All submissions will be subject to the regular double-blind peer review process at the International Marketing Review. The guest editors are seeking reviewers for this issue and are soliciting nominations and volunteers to participate as reviewers. Please contact the guest editors to volunteer or nominate a reviewer.

More Information

To obtain additional information, please contact the guest editors:

Pervez N. Ghauri, King’s College, London (pervez.ghauri@kcl.ac.uk)
Byung Il Park, Hankuk University of Foreign Studies (leedspark@hufs.ac.kr)
Chang Hoon Oh, Simon Fraser University (coh@sfu.ca)

References

Adams, R. B., Licht, A. N., and Sagiv, L. (2011), “Shareholders and stakeholders: how do directors decide?”, Strategic Management Journal, Vol. 32, pp. 1331-1355.
Du, S., Bhattacharya, C. B. and Sen, S. (2010). “Maximizing business returns to corporate social responsibility (CSR): The role of CSR communication”, International Journal of Management Reviews, Vol. 12 No. 1, pp. 8-19.
Freeman, R. E. (1984), Strategic Management: A stakeholder approach. Boston, MA: Pitman.
Lai, C. S., Chiu, C. J., Yang, C. F., and Pai, D. C. (2010), “The effects of corporate social responsibility on brand performance: the mediating effect of industrial brand equity and corporate reputation”, Journal of Business Ethics, Vol. 95, pp. 457-469.
Luo, X., and Bhattacharya, B. (2006), “Corporate social responsibility, customer satisfaction, and market value”, Journal of Marketing, Vol. 70, pp. 1-18.
Muller, A., and Kräussl, R. (2011), “Doing good deeds in times of need: a strategic perspective on corporate disaster donations”, Strategic Management Journal, Vol. 32, pp. 911-929.
O’Shaughnessy, K. C., Gedajlovic, E. and Reinmoeller, P. (2007), “The influence of firm, industry and network on the corporate social performance of Japanese firms”, Asia Pacific Journal of Management, Vol. 24, pp. 283-303.
Orlitzky, M., Schmidt, F., and Rynes, S. (2003). “Corporate Social and Financial Performance: A Meta-Analysis”, Organization Studies, Vol. 24, pp. 403–441.
Torres, A., Bijmolt, T. H. A., Tribo, J. A., and Verhoef, P. (2012), “Generating global brand equity through corporate social responsibility to key stakeholders”, International Journal of Research in Marketing, Vol. 29, pp. 13-24.
Turker, D. (2009), “How corporate social responsibility influences organizational commitment”, Journal of Business Ethics, Vol. 89, pp. 189-204.
Udayasankar, K. (2008), “Corporate social responsibility and firm size”, Journal of Business Ethics, Vol. 83, pp. 167-175.
Waddock, S. A., and Graves, S. B: (1997). “The Corporate Social Performance – Financial Performance Link”, Strategic Management Journal, Vol. 18 No. 4, pp. 303–320.

Corporate social responsibility (CSR) is the subject of growing attention from firms, governments and regulators, stakeholder groups, and the media.  Based on various responsibility criteria, a rapidly increasing number of institutes, investment funds, publications and online resources are calling on corporations to alter their business practices.  In response to the increased attention given to corporations’ impact on society and the environment, a 2017 KPMG survey finds substantial growth in global CSR reporting rates (75% in 2017 compared to 64% in 2011 and 18% in 2002) and in the number of firms that include CSR information in their annual reports (60% in 2017 compared to 56% in 2015). Moreover, although the survey reveals that emerging markets from Africa and the Middle East, Eastern Europe, and Latin America are lagging behind North America and Western Europe, two emerging markets—Mexico and Taiwan—experienced the highest growth in CSR reporting relative to 2015 and four—India, Malaysia, South Africa, and Mexico—are among countries with the highest CSR reporting. This growth reflects regulatory changes and new requirements in several countries, as well as greater market awareness and pressure from investors (domestic and foreign) and consumers.

Against this backdrop of increased corporate engagement in social activities worldwide and given the substantial prior evidence in the context of developed countries, this special issue of Emerging Markets Review aims to promote high-quality, theoretical and empirical research that develops a better understanding the determinants and consequences of CSR practices of firms (financial and nonfinancial) and the role CSR plays in emerging financial markets. In particular, we are interested in innovative papers that exploit unique sources of CSR data and apply rigorous empirical methods.

The following are some selected examples of possible research topics:

CSR and corporate governance. How does corporate governance affect CSR behavior? Are better-governed firms more socially responsible? Is CSR an outcome of agency conflicts?

  • Institutional ownership and institutional owner identity (Long-term vs short-term horizons; independent vs. non-independent)
  • Board characteristics: size, independence, heterogeneity (e.g., gender diversity), busyness, interlocks, etc.
  • CEO characteristics: tenure, ownership, power, political ideology, compensation, etc.
  • Ownership concentration and blockholder identity (family, state, etc.)
  • Does privatization in emerging markets affect CSR?
  • Foreign ownership (identity and country of origin of foreign owners) and cross-listing

CSR, formal and informal institutions.

  • What is the impact of informal institutions, such as culture and trust on CSR?
  • How does the institutional, political and economic environments in emerging markets affect CSR and its disclosure?

Do socially responsible firms behave differently than socially irresponsible firms in emerging markets?

  • Investment efficiency
  • Dividends
  • Restructuring
  • Risk-taking
  • Innovation

CSR and corporate performance

  • Is there a CSR valuation premium?
  • Do socially responsible firms perform better than socially irresponsible firms?
  • Do CSR and corporate governance interact to shape corporate performance and corporate valuations?
  • Do CSR and factors related to the institutional, political and economic environments interact to shape corporate performance and corporate valuations?
  • What is the value of CSR during crisis periods?
  • How different are socially responsible firms in emerging markets compared to those in more developed countries?

CSR and access to financing.

  • Access to finance (equity and debt issues, trade credit)
  • Financing costs and credit ratings
  • Stock liquidity
  • Investor base

CSR, financial intermediaries and financial intermediary development.

  • What is the effect of financial market development on CSR?
  • Is CSR more prevalent in bank-based or market-based systems?

Methodology: Use traditional and innovative methodologies to address the endogeneity of CSR.

  • Regression discontinuity design
  • Difference-in-difference
  • Instrumental variables
  • Matching models (Propensity score matching, coarsened exact matching)

Paper Submissions 

The deadline for submitting papers is December 31, 2018. Papers should be submitted by e-mail to csr_emr@aus.edu and copied to nboubakri@aus.edu. All submissions must be in English. Submissions should include two files: (1) full version of the paper with contact information for all authors, and (2) an anonymous version with title and abstract (no identification of the authors). PDF files are preferred, but word files are also accepted.

All submissions will go through a double reviewing process. First, the guest editors will evaluate the submissions. The outcome of the first-stage review process will be communicated to authors by January 31, 2019. Acceptable papers will be sent out for review. The outcome of the second-stage review process will be communicated to authors by March 31, 2019. Papers invited for further consideration for the special issue will have to go through the standard refereeing process of Emerging Markets Review, including addressing the reviewers’ and guest editors comments.  Further instructions will be provided to the authors of the papers considered for publication in the special issue. In cooperation with the Managing Editor, we expect the special issue to be published at the end of 2019 or early 2020.

CountryManager is designed for students taking courses in international marketing or business. The simulation is based on deciding the best way to enter either the Latin American market or the Asian market with a toothpaste brand management team. Participants must decide which country to enter, which channels to motivate, how to communicate best with the customer, and which SKU's to offer. After building operations in one country, expansion into additional countries is the next step. A full copy of the case is available by request.

The COVID-19 pandemic has caused a contraction in demand for several products globally due to a decrease in consumption and investments.  In particular, Caribbean countries are experiencing a disproportionate decline in export-related business, rising unemployment levels, poverty, and inequality. The purpose of this special issue is to analyze the newly-emerged business dynamics, trends, and patterns in the Caribbean region, within the context of intra and extra-regional relationships that would allow decision-makers to design and implement post-pandemic business strategies. 

We invite theoretically sound and empirically-tested papers related to COVID-19 and businesses in the Caribbean region (defined as the Caribbean islands and continental countries with Caribbean coasts and islands).

JABEM mission, scope and submission guidelines are available at https://www.abem.ca/journal

All inquires and submission should be sent to Dr. Luis Camacho at luis.camacho@esc.edu with a copy to the guest co-editors:

   

Important dates 

Submission deadline: June 15, 2021 

First reviews: Aug 15, 2021 

Second reviews: Oct 1, 2021 

Camera-ready copy: Oct 30, 2021 

Publication: Jan 2022 

 

The COVID-19 outbreak has a large impact on business in operation all around the world. It is expected that this outbreak will have a much larger impact on the world economy than the epidemic of SARS in 2003 or arguably even than the global financial crisis in 2008. While the healthcare systems in the world scramble to combat this emergency, businesses, such as tourism, hospitality, airline, and restaurant, are hit hard with immediate and probably long lasting impact. Many other businesses, particularly manufacturing, struggle to get back to their normal operation due to the strict cordoning-off policies implemented in many countries.

Given the urgency and the scale of the impact by COVID-19 outbreak on China and the world, Frontiers of Business Research in China (FBR) calls for business scholars to contribute to the society by sharing their intelligence and research on related issues.  

Examples of topics suitable for this special call may include, but are not limited to:

  • Global value chain restructuring/resilience
  • The outbreak and firm’s digitalization transformation
  • The impacts of the outbreak upon firms, especially SMEs
  • Firm's business strategies during and after the outbreak
  • Social entrepreneurship in responding to the outbreak
  • How to facilitate virtual work/learning from home
  • Employees' risk perception and wellbeing during the outbreak
  • How the company can support employees during the critical time
  • How to help employees to recover from traumatic experience

FBR accepts studies using various methodologies including survey research, archival data analysis, experimental studies, case studies, qualitative methods, and other creative methods. We will do our best to expedite the peer review process and ensure timely publications. Accordingly, the time window for revision and resubmission may be shortened. To promote global communication, FBR sponsors Open Access and all published papers can be downloaded from our SpringerOpen website for free shortly after editorial acceptance.

The submission deadline is May 31, 2020. However, any new submission will be processed with double-blind peer review immediately. To submit a paper, please go to FBR’s SpringerOpen website: https://fbr.springeropen.com. When submit your paper, please select “COVID-19 and Business” under “Thematic Series” to be included in this special call.

ABOUT THE EDITORS

Zhaoli Song (bizszl@nus.edu.sg) is an Associate Professor of at School of Business, National University of Singapore. Prof. Song obtained his Ph.D. at University of Minnesota. His research interests include behavior genetics, leadership, social interactions, new comer socialization, job search and unemployment experience, and work-family boundary. He was the Associate Editor of Applied Psychology: An International Review during 2014-2017, and serves on the editorial board of Journal of Organizational Behavior. His papers have been published in journals such as Academy of Management Journal, Journal of Applied Psychology, and Journal of Business Venturing.

Wu Liu (wu.liu@polyu.edu.hk) is a Professor and Head of Department at School of Business, The Hong Kong Polytechnic University. Prof. Liu obtained his Ph.D. at Vanderbilt University. His current passion of research centers on (1) leader-member and team dynamics on voice behavior, and (2) under which social conditions that cross-cultural differences in conflict resolutions may appear or disappear. His works have appeared in journals such as Academy of Management Journal, Journal of Applied Psychology, and Journal Organizational Behavior. Professor Liu serves on the editorial board of Management and Organization Review.

Ziliang Deng (dengziliang@rmbs.ruc.edu.cn) is a Professor of International Business and Associate Dean (Research) at Renmin Business School, Renmin University of China. Prof. Deng obtained his PhD from the University of Nottingham. His research interest is international business in emerging markets (China in particular) and institutional environment, and his recent papers appeared in Journal of International Business Studies, Journal of Business Ethics, among others. He is Executive Editor-in-Chief of Frontiers of Business Research in China, an editor of Journal of International Management and Asia Pacific Journal of Management.

ABOUT FBR

Created in 2007, FBR (ISSN 1673-7326; e-ISSN 1673-7431; CN11-5746/F) is a double-blind refereed quarterly journal in business research jointly managed by Renmin Business School, Renmin University of China, SpringerOpen, and Higher Education Press. FBR encourages interdisciplinary studies and interactions between Chinese and international researchers in the broad area of business administration. FBR is abstracted and indexed in major international databases including EconLit, ESCI, INSPEC, SCOPUS, and ProQuest. In 2019, FBR is awarded “The Highest International Impact Academic Journal of China (Humanities and Social Sciences)”.

Special Issue Editors:

Deadline for submission: November 16, 2015

Tentative publication date:   Spring 2017

Introduction

The goal of this special issue of JIBS is to encourage research that deepens knowledge of the creation and capture of entrepreneurial opportunities across national borders by diverse organizational types such as international new ventures (INVs), born global firms, micro-multinationals, corporate entrepreneurs, family businesses, and social and non-profit ventures (e.g., Arregle, Naldi, Nordqvist & Hitt, 2012; Coviello & Jones, 2004; Knight & Cavusgil, 2004; Oviatt & McDougall, 1994; McDougall & Oviatt, 2000; Zahra, 2005; Zahra & George, 2002; Zahra, Newey & Li, 2014). 

International entrepreneurship has been defined as “the discovery, enactment, evaluation, and exploitation of opportunities – across national borders – to create future goods and services” (Oviatt & McDougall, 2005: 7).  Recent commentaries on the field (e.g. Cavusgil & Knight, 2015; Coviello, 2015; Jones, Coviello & Tang, 2011; Keupp & Gassmann, 2009; Mathews & Zander, 2007; Zander, McDougall-Covin & Rose, 2015) have urged scholars to move beyond current understandings of early and accelerated internationalization through richer theoretical and empirical investigations of international entrepreneurship. There has long been consensus that the pursuit of opportunity is the core of entrepreneurship (e.g. Knight, 1921; Schumpeter, 1939; Shane & Venkataraman, 2000), whether opportunities are discovered or created (Alvarez, Barney & Anderson, 2013).   Scholars have identified important processes in this pursuit, including processes related to cognition (e.g. Grégoire, Barr & Shepherd, 2010), effectuation (e.g. Sarasvathy, 2001), and bricolage (e.g. Baker & Nelson, 2005; Garud & Karnoe, 2003), and an opportunity-focused perspective is being extended to international entrepreneurship (e.g. Bingham, 2009; Jones & Casulli, 2014; Mainela, Puhakka & Servais, 2014; Sarasvathy, Kumar, York & Bhagavatula, 2014).

Scholarship that integrates perspectives from entrepreneurship and international business, or spans disciplinary boundaries, can create new perspectives or frameworks that improve our understanding of the creation and capture of opportunities across national borders. We invite submissions that advance international business theory in this domain and, ideally, that also contribute to the entrepreneurship literature.

Possible Research Topics

The proposed special issue focuses on the creation and capture of entrepreneurial opportunities across national borders. We seek papers that advance theoretical perspectives and provide valuable insights and new knowledge to enrich international entrepreneurship scholarship, and also that guide practitioners and policy-makers.  We invite submissions from scholars who, individually or collectively, draw on varied theoretical perspectives, adopt diverse empirical approaches, and investigate at multiple levels of analysis.  We particularly encourage submissions that provide conceptual clarity of international entrepreneurship as pursued by different types of market actors, and those that provide new empirical contributions.  Well-conceived submissions antithetical to this domain are welcome too, provided they make a meaningful contribution to the international business field more generally.  Examples of appropriate topics and research questions include, but are not limited to, the following:

  • How can perspectives from entrepreneurship and international business be integrated to create new perspectives or frameworks to enrich an opportunity-based understanding of international entrepreneurship, and unify and improve heterogeneous constructs and operational definitions?
  • What processes are involved in the creation and capture of entrepreneurial opportunities across national borders?   What accounts for variance in these processes and their outcomes?  What is the role in such processes of key IB concepts such as psychic distance, risk, uncertainty, or transnational communities?
  • How does the pursuit of international opportunities vary across categories of individuals?  What new concepts, relationships or processes are important in understanding the cognitions, behaviors and/or outcomes associated with the pursuit of international opportunities by focal categories of entrepreneurs (for example, immigrant entrepreneurs, ethnic entrepreneurs, transnational entrepreneurs or women entrepreneurs)? 
  • How does the pursuit of international opportunities vary across categories of organizations?  What new concepts, relationships or processes are important in understanding the cognitions, behaviors and/or outcomes associated with the pursuit of international opportunities by focal categories of organizations (for example startups, corporations, SMEs, family businesses, social ventures, not-for-profit ventures, governmental agencies, or non-governmental organizations)?
  • How are organizations managing the challenges of early and/or accelerated internationalization in pursuing international opportunities?  How do such firms manage costs, uncertainty and risks in such environments?  How do they overcome inherent liabilities to be perceived as legitimate and reputable?  What are their subsequent trajectories?  We particularly welcome research in this area on firms in emerging, rapid-growth and less-developed economies, and from disciplines that have been under-represented to-date such as human resource management, finance, accounting, operations and policy studies.
  • How do advanced technologies and digitization provide new and enhanced prospects to create and capture international opportunities?  How does the sociomateriality of technologies impact interactions among market actors, and, for example, overcome the challenges of lack of a local presence?  What are trade-offs between scale and adaptation?
  • How do cultures and institutions, such as governments, regulations, and industries, affect market and nonmarket approaches to the pursuit of international opportunities, and, in turn, how do entrepreneurial activities affect cultural and institutional contexts?  What institutional policies and practices impact, or are impacted by, the pursuit of international opportunities?  How does entrepreneurial internationalization vary across different cultural and institutional environments?

Submission Process

All manuscripts will be reviewed as a cohort for this special issue.  Manuscripts must be submitted in the window between November 2, 2015, and November 16, 2015, at http://mc.manuscriptcentral.com/jibs.  All submissions will go through the JIBS regular double-blind review process and follow the standard norms and processes.

For more information about this call for papers, please contact the Special Issue Editors or the JIBS Managing Editor (managing-editor@jibs.net).

References
Alvarez, S.A., Barney, J.B., & Anderson, P. 2013.  Forming and exploiting opportunities:  The implications of discovery and creation processes for entrepreneurial and organizational research.  Organization Science, 24(1): 301-317.

Arregle, J-L., Naldi, L., Nordqvist, M., & Hitt, M.A. 2012.  Internationalization of family-controlled firms: A study of the effects of external involvement in governance.  Entrepreneurship Theory & Practice, 36(6): 1115-1143.

Baker, T., & Nelson, R. 2005.  Creating something from nothing: Resource construction through entrepreneurial bricolage.  Administrative Science Quarterly, 50(3): 329-366.

Bingham, C. 2009.  Oscillating improvisation: How entrepreneurial firms create success in foreign market entries over time.  Strategic Entrepreneurship Journal, 3(4): 321-345.

Cavusgil, S.T., & Knight, G. 2015.  The born global firm:  An entrepreneurial and capabilities perspective on early and rapid internationalization.  Journal of International Business Studies, 46(1): 3-16.

Coviello, N. 2015.  Re-thinking research on born globals.  Journal of International Business Studies, 46(1): 17-26.

Coviello, N., & Jones, M. 2004.  Methodological issues in international entrepreneurship research.  Journal of Business Venturing, 19(4): 485–508.

Garud, R., & Karnoe, P. 2003.  Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship.  Research Policy, 32: 277-300.

Grégoire, D.A., Barr, P.S., & Shepherd, D.A. 2010.  Cognitive process of opportunity recognition:  The role of structural alignment.  Organization Science, 21(2): 413-431.

Jones, M.V., & Casulli, L. 2014.  International entrepreneurship:  Exploring the logic and utility of individual experience through comparative reasoning approaches.  Entrepreneurship Theory & Practice, 38(1): 45-69.

Jones, M. V., Coviello, N., & Tang, Y. K. 2011.  International entrepreneurship research (1989-2009): A domain ontology and thematic analysis.  Journal of Business Venturing, 26(6): 632-659.

Keupp, M., & Gassmann, O. 2009.  The past and the future of international entrepreneurship: A review and suggestions for developing the field.  Journal of Management, 35(5): 600-633.

Knight, G., & Cavusgil, S.T. 2004.  Innovation, organizational capabilities, and the born global firm.  Journal of International Business Studies, 35(2): 124-141.

Knight, F.H. 1921.  Risk, Uncertainty and Profit.  New York:  Houghton Mifflin.

Mainela, T., Puhakka, V., & Servais, P. 2014. The concept of international opportunity in international entrepreneurship:  A review and research agenda.  International Journal of Management Reviews 16(1): 105-129.

Mathews, J., & Zander, I. 2007.  The international entrepreneurial dynamics of accelerated internationalization.  Journal of International Business Studies, 38(3): 387-403.

McDougall, P., & Oviatt, B. 2000.  International entrepreneurship: The intersection of two research paths.  Academy of Management Journal, 43(5): 902–906.

Oviatt, B., & McDougall P. 1994.  Toward a theory of international new ventures.  Journal of International Business Studies, 25(1): 45–64.

Oviatt, B. & McDougall, P. 2005.  The internationalization of entrepreneurship.  Journal of International Business Studies, 36(1): 2-8.

Sarasvathy, S.D. 2001.  Causation and effectuation:  Toward a theoretical shift from economic inevitability to entrepreneurial contingency.  Academy of Management Review, 26(2): 243-263.

Sarasvathy, S., Kumar, K., York, J.G., & Bhagavatula, S. 2014.  An effectual approach to international entrepreneurship: Overlaps, challenges, and provocative possibilities.  Entrepreneurship Theory & Practice, 38(1): 71-93.

Schumpeter, J.A. 1939.  Business cycles:  A Theoretical, Historical, and Statistical Analysis of the Capitalist Process.  New York: McGraw-Hill.

Shane, S., & Venkataraman, S. 2000.  The promise of entrepreneurship as a field of research.  Academy of Management Review, 25(1): 217-226.

Zahra, S. 2005.  A theory of international new ventures: A decade of research.  Journal of International Business Studies, 36(1): 20–28.

Zahra, S., & George, G. 2002.  International entrepreneurship: The current status of the field and future research agenda. In M. Hitt, R. Ireland, M. Camp, & D. Sexton (Eds.) Strategic leadership: Creating a new mindset: 255–288. London: Blackwell.

Zahra, S., Newey, L., & Li, Y. 2014.  On the frontiers:  The implications of social entrepreneurship for international entrepreneurship.  Entrepreneurship Theory & Practice, 38(1): 137-158.

Zander, I., McDougall-Covin, P., & Rose, E.L. 2015.  Born globals and international business: Evolution of a field of research.  Journal of International Business Studies, 46(1): 27-35.

Special Issue Editors

Gary Knight is the Helen Jackson Chair in International Management at Willamette University in Salem and Portland, Oregon, USA, and Visiting Professor at the University of Southern Denmark.  He is Chair of the Western United States Chapter of the Academy of International Business.  He has published widely on born globals and international entrepreneurship, including several articles in JIBS.  His 2004 co-authored article on born globals won the 2014 JIBS Decade Award.  Co-authored books include Born Global Firms: A New International Enterprise.  He is currently an editor of the International Business book collection at Business Expert Press.  He testified on firm internationalization before the US House of Representatives Small Business Committee.  He was inaugural Chair of the “SMEs, Entrepreneurship, and Born Global” track of the Annual Meeting of the Academy of International Business.  His co-authored textbook with S. Tamer Cavusgil and John Riesenberger, International Business: Strategy, Management, and the New Realities, 3rd Ed, is published by Pearson Prentice-Hall.  His PhD in international business is from Michigan State University.  Prior to academia, he was the export manager of an internationalizing SME. 

Peter Liesch is Professor of International Business in the UQ Business School at The University of Queensland, Australia.  He has published extensively on small firm internationalization and born global firms.  He co-edited a special issue on early internationalization at the Journal of World Business, and jointly won an Australia Research Council Grant on born globalsFunded by the Australia Business Foundation, he jointly produced Born to be Global: A Closer Look at the International Venturing of Australian Born Global Firms.  His publications have appeared in the Journal of International Business Studies, Journal of the Academy of Marketing Science, Journal of World Business, and others.  Currently Associate Editor, Strategy and International Business with the Australian Journal of Management, he was also Senior Editor of the Journal of World Business.  He served as Vice-President (Administration) of the Academy of International Business and Vice-President of the Australia and New Zealand International Business Academy.  A Fellow of the Australian Institute of Management and a Professional Member of the Economics Society of Australian (Qld) Inc., his Ph.D. is from the School of Economics at The University of Queensland.

Lianxi Zhou is Professor of Marketing and International Business in the Goodman School of Business (GSB) at Brock University, Canada.  He is also a Visiting Professor at the Nottingham University Business School (NUBS) China, and has served as Chair Professor in the School of Management and Economics at Shaoxing University and Honorary Professor in the MBA School of Management Zhejiang Gongshang University, China. Previously he taught at the University of Guelph, Canada and Lingnan University in Hong Kong. His recent research on international entrepreneurship has focused on born globals and international new ventures. He brings perspectives from international marketing, entrepreneurship, and IB theories to the study of international entrepreneurship. He has published extensively in refereed journals, including Journal of International Business Studies, Journal of Business Venturing, Journal of the Academy of Marketing Science, International Business Review, Journal of International Marketing, Journal of World Business, and others. Also, he has taught for MBA and EMBA programs in a number of leading universities across Canada, Hong Kong, and the Chinese Mainland. He is currently in the Editorial Board for the Journal of International Marketing. He received his PhD in Marketing from Concordia University in Montreal, Canada.

Rebecca Reuber is Professor of Strategic Management at the University of Toronto’s Rotman School of Management, and Area Editor for International Entrepreneurship at JIBS.  Her recent IE research has focused on the internationalization of internet-based new ventures.   She sits on the editorial boards of Journal of Business Venturing and Entrepreneurship Theory & Practice, and recently completed three terms as Associate Editor at Family Business Review.  She has held visiting positions at the University of Adelaide, the University of Glasgow, the University of Victoria, The Australian National University, and Dartmouth College.  She has also conducted policy-oriented research in the international entrepreneurship area, in collaboration with the Conference Board of Canada, Industry Canada, the Department of Foreign Affairs & International Trade Canada, and the Commonwealth Secretariat.

Editors

  • Jasmin Mahadevan,  Pforzheim University, Germany (corresponding editor), jasmin.mahadevan@hs-pforzheim.de
  • Henriett Primecz, Corvinus University of Budapest, Hungary
  • Laurence Romani, Stockholm School of Economics, Sweden

Publisher: Routledge (2019)

Type of book: casebook

Condensed case chapter (2,000 words) submission: February 15th, 2018

A casebook about intersectionality in Cross-Cultural Management

With the help of rich case studies, we wish to introduce the notion of ‘intersectionality’ to facilitate a critical Cross-Cultural Management (CCM). Intersectionality refers to the understanding that individuals are not only different, but related, and that multiple identity markers need to be considered when trying to comprehend individual life-experiences. Related to CCM, this means to consider ‘culture’ on multiple levels (e.g. national, organizational, professional, et cetera), to acknowledge interrelated processes of social identity (e.g. identification, recognition and sense of belonging) and to pay attention to power-effects as being intertwined with CCM contexts, frameworks and actors (e.g. majority-minority relations, the impact of diversity markers such as gender, race, religion, age, sexual orientation etc., and social class, dominant discourses, dynamics of organizational change etc.).

What we mean by an intersectional approach to culture

An intersectional approach to culture requires us to challenge simple and singular explanations of cultural difference, to investigate the divergent meanings of perceived difference, and to challenge the labels to which perceived difference is attached. For instance, it might be that organizational actors ascribe difficulties in working together to national culture, but a closer investigation might reveal that these perceptions are actually rooted in organizational inequalities of power between headquarters and subsidiary and learned discourses such as ‘modern West’ versus ‘undeveloped non-West’.

Intersectionality therefore also means to acknowledge that every life-experience has a standpoint, and that we are not necessarily able to take up or even approximate the position of others. At the same time, intersectionality invites us to consider how also we, as CCM researchers and actors, are different and related to those with whom we interact. This means that we need to explicate our own standpoints from which we approach CCM and to reflect upon why and how ‘this makes sense to us’. For example, we must assume that the researcher’s cultural identifications will shape their research approach and the interpretations that ‘make sense’ to them, and that the researcher’s embodied, performed or assumed cultural identity will inform how the researcher is perceived by those studied.

References

Acker, J. (2012) ‘Gendered organizations and intersectionality: problems and possibilities’, Equality, Diversity and Inclusion: An International Journal, 31(3): 214-224.

Boogard, B. and Roggeband, C. (2010), ‘Paradoxes of intersectionality’, Organization, 17(1): 53-75.

Kerner, I. (2012). “Questions of intersectionality: Reflections on the current debate in German gender studies, European Journal of Women's Studies, Vol. 19, No. 2, pp. 203-218.

McCall, L. (2005). “The complexity of intersectionality”, Signs, Chicago Journals, Vol. 30, No 3, pp. 1771-1800.

Mahadevan, J. (2017), A Very Short, Fairly Interesting and Reasonably Cheap Book about Cross-Cultural Management. London: Sage (in particular, chapters 4 and 5).

Prasad, A. (2006), ‘The jewel in the crown: Postcolonial theory and workplace diversity’. In: Konrad, A.M., Prasad, P. and Pringle, J.K. (eds.), Handbook of Workplace Diversity, London: Sage, 1-21.

Rahman, M. (2017), ‘Islamophobia, the impossible Muslim, and the reflexive potential of intersectionality’. In J. Mahadevan and C.-H. Mayer (eds), Muslim Minorities, Workplace Diversity and Reflexive HRM. London: Taylor and Francis, 35-45.

Ridgeway, C.L. (2009), ‘Framed before we know it: How gender shapes social relations’, Gender & Society, 23(2): 145-60.

Wells, C.C., Gill, R., McDonald, J. (2015).“Us foreigners”: intersectionality in a scientific organization", Equality, Diversity and Inclusion: An International Journal, Vol. 34, No. 6, pp. 539 – 553.

Zanoni, P., Janssens, M., Benschop, Y. and Nkomo, S. (2010), ‘Editorial: Unpacking diversity, grasping inequality: Rethinking difference through critical perspectives’. Organization, 17, 9-29.

Your case chapter

We invite case chapters that highlight selected aspects of an intersectional approach to culture. Cases should be empirical, and can be based in any of the research paradigms as long as they offer ‘thick’ or ‘rich’ insights into single contexts or individuals. They should challenge common-place cultural explanations and offer multiple perspectives, involving power-sensitivity and researcher reflexivity. Learning should flow from the empirical material, not from theory, and should then be put into perspective using selected aspects of an intersectional approach to culture. Each case should focus on a selected few points and conclude with recommendations to practitioners.

Regardless of the focus point of your contribution: Ultimately, we would like to help answer the following questions: If we believe that mainstream (comparative) CCM with its focus on national cultural differences is insufficient – what else do we have to offer? How can CCM not only focus on difference but also show how we are related? What are the cases that highlight how exactly individuals (including the researcher) give divergent and intersecting meaning to perceived difference? How can we better include power in our CCM analyses and conceptualizations? We will be pleased to discuss any ideas for chapters. Please direct all your questions to jasmin.mahadevan@hs-pforzheim.de.

Submission schedule

  • Inform the Editor of your intention to submit a chapter no later than 10 December 2017.                     

For doing so, send an e-mail to jasmin.mahadevan@hs-pforzheim.de, using the subject heading “critical CCM casebook guidelines”. You will receive informative guidelines and sample chapters.

  • Condensed case chapter proposal due 15 February 2018
  • Editorial decision (accept or reject) and feedback to authors who are invited to develop the full chapter 31 March 2018
  • Full chapter (max 5,000 words, including references) due 01 September 2018

Send your submission to

jasmin.mahadevan@hs-pforzheim.de,

using the subject heading “critical CCM casebook submission”.

All submissions will undergo peer-review.

Topics for the chapters may include, but are not limited to:

  • language as linked to cultural hegemony (the power-effects which are linked to language fluency, English as a lingua franca, values attached to certain languages et cetera)
  • diversity, identifications and requirements for cultural belonging (how dominant identity requirements construct disadvantaged individuals/groups, and how these individuals/groups are perceived)
  • cultural explanations, neo-colonialism and organizational power (how organizational conflicts are explained with cultural differences but are rooted in structural hierarchy, history and dominant perceptions on what constitutes ‘good’ management which advantages some over others)
  • challenging dominant viewpoints (how CCM might look like from previously neglected standpoints and what needs to be considered in order to challenge presumed ‘CCM truths’ such as: what does it ‘mean’ to be Muslim?, which are the regions of the world to be considered by CCM?, what defines ‘difference’ in CCM? and so on). This also includes a critique of dominant IM or CCM ‘lenses’ through which phenomena such as expatriation, internationalization et cetera are perceived and researched upon. Moreover, it might refer to neglected facets of culture, for instance by highlighting the relevance of phenomenology, embodiment, habitus, tacit culture, et cetera.

For some years now, fair trade has been typically spoken and written about in solely positive terms, as a ‘trading partnership based on dialogue, transparency and respect, which seeks greater equity in international trade. It contributes to sustainable development by offering better trading conditions to, and securing the rights of, marginalized producers and workers – especially in the South’. (FINE, 2001 in Moore, 2004: 73). However, the current global economic recession has brought with it the need to reflect upon the way in which trade activities are carried out across the world, including those practices associated with fair trade. For example, questions have been asked whether, indeed, the ‘Fair Trade Project’ is entirely beneficial to all involved parties and whether, in the present economic climate, we can actually afford to engage in fair trade.

Responding to Goodman (2004: 910), who sees a need for fair trade to continue to ‘become more politically and economically threatening’ by opening up ‘the definition of “fairness” contra its economic logic to facilitate a broader constituency from which to construct a less privileged, more sustainable, and more just sense of development….plantation workers, growers with lower quality products, and coffee servers can and should become a moral and politicized goal for fair trade…a re-centering of Northern identities around notions of global citizenship rather than those of a one dimensional consumer’, we seek contributions to the critical exploration of the practices and discourses of fair trade.

Contributions to the special issue may take theoretical or empirical approaches to the nature, dysfunctions and/or possibilities of fair trade. They might, for example, include discussions of:

* How fair is fair trade?
* Ethics of consumption and fair trade
* Marketing and fair trade
* Power and identity issues in fair trade
* Mainstreaming of fair trade
* Environmental and sustainability issues of fair trade
* The fair trade status of a city / university
* Fair trade as business strategy
* Political economy of fair trade
* Accreditation and cost of fair trade to producers
* Accountability and impact of fair trade on producers
* Co-operative and collective business models for fair trade


Those wishing to contribute should submit an extended of 1,000 words to Jane Gibbon jane.gibbon@ncl.ac.uk or Martyna Sliwa martyna.sliwa@ncl.ac.uk by 30th November 2009. Feedback on the abstracts will be provided by December 30th 2009. Full papers of 5,000 - 8,000 words should be submitted to the Guest Editors by 30th April 2010.

Suitable articles will be subjected to a double-blind review; hence authors should not identify themselves in the body of the paper.

The special issue is scheduled for publication in February 2011. Papers submitted must not have been published, accepted for publication, or be under consideration for publication. For additional information about the journal please see the journal’s webpage: http://www.emeraldinsight.com/cpoib.htm

By the end of this decade, the majority of African countries would have celebrated their 50th independence anniversary. The world has been carefully watching developments on the African continent during this half-century journey, and perceptions broadly oscillate between optimism and pessimism. Rapid socioeconomic gains achieved during the early decades of independence heralded hopeful predictions that the continent was on the march towards prosperity. This Afro-optimistic promise has alternatingly given way to Afro-pessimism as respective African countries have faltered and encountered difficulties in the lead up to the turn of the century. References to a ‘hopeless continent’ (The Economist, 2001) tend to highlight unfavourable business environments, weak institutions, and limited opportunities (Asiedu, 2004).

Rapid economic growth in recent decades and the resilience of African economies in the wake of global recessions have seen the pendulum shifting back towards optimism. Investors and observers increasingly speculate on the promise Africa has for global economic development. Positive perceptions of new and emerging opportunities on the continent underscore this logic. These opportunities are occurring against a backdrop of new developments within Africa which include, inter alia, the emergence of a sizeable middle-class with enhanced purchasing power, the emergence of multinational enterprises (MNEs) from within the region, the evolution of multi-lateral and international trade and investment agreements, and the rising levels of both inward and outward foreign direct investment flows. Alongside these shifts is a widespread transformation of structural, economic, political and social institutions currently underway across numerous African countries. New and rapidly growing trade and investment links are evident between African economies and new emerging economies such as China and India.

A resurgent scholarship on international business in Africa has resulted, focusing variously on the motives and determinants of foreign direct investment (Naudé and Krugell, 2007; Asiedu, 2006); the role of government policies, institutions and corruption on foreign direct investment (Musila and Sigue, 2006), knowledge transfer, and human resource practices within multinational corporations (Horwitz, 2015; Osabutey, William and Debrah, 2014). These and related studies present mixed and sometimes conflicting findings.

What this body of scholarship may tend to share is the unequivocal acceptance of the legitimacy of existing paradigms to explain current shifts being played out across Africa. Critical perspectives of international business in Africa therefore remain few and under the research radar. This widespread acceptance and application of established models may, in particular contexts, limit the ability to critically probe and analyse the current shifts in order to generate fresh insights.

For instance, given the diversity and pluralism of political, economic, sociocultural, and institutional systems among African countries, what are the implications of recent foreign investment flows on existing management practices or inter-state power relations in Africa? Do these represent new possibilities or are these simply a recreation of previous trends? Additionally, in which new ways are the current national, regional and global institutions influencing the international business environment in Africa? How are colonial legacies shaping investment flows in recent times? To what extent might post-colonial African countries be experiencing new forms of colonialism (neo-colonialism) through inward FDI? How does the nature and role of inward FDI from Asia (China and India for example) differ from that originating from the EU, USA or Japan? In which ways do international business and trade fuel conflict and the erosion of human rights in Africa?

The assumption of African homogeneity tends to obfuscate the realities of diversity and complexity as well as limit impactful research. Traditional models of inquiry may not necessarily explain these unanswered questions and leave us less knowledgeable about the motives, practices and implications of international business in Africa. There is however a growing research interest in critical perspectives on international business in Africa (e.g. see Amankwah-Amoah, 2016; Ado and Su, 2016; Ayres, 2012; de Jonge, 2016; Eweje, 2006; Konijn and Tulder, 2015). Although there has been a growing body of research on Africa, it has been suggested that this needs to be marshalled towards a better narrative and understanding of how firms behave, the role of leaders and the management of indigenous enterprises (Amankwah-Amoah, 2016).

This special issue on critical perspectives on international business in Africa is therefore timely. Following the mission of cpoib (Roberts and Dörrenbächer, 2016, 2012) this issues supports critically reflexive discussion of the nature and impact of international business activity in Africa on individuals, specific communities, the environment, the economy and society from inter-, trans-, and multi-disciplinary perspectives. The special issue seek to contribute to IB and related literature, and generate useful information and analysis for business educators, management practitioners and policy makers. Moreover, this special issue aims to provide a platform for scholars to rethink and further develop integrative as well as novel IB frameworks that are relevant in the African context.

Researchers are invited to consider and address these critical IB issues in the African context from a variety of perspectives.  Scholars can identify and examine common issues in Africa as well as highlight country-specific issues. We encourage scholars to apply a wide variety of rigorous methodological approaches drawing on the latest research in this respect. Manuscripts may cover wider perspectives as long as the papers are in line with the broad theme of the proposed special issue: Guiding areas of useful contributions may include, but are not restricted to:

1.      Theory of international business

i.         What is the influence of western IB theory and management practices within international business in Africa? 

ii.        Are there African-specific perspectives which non-African firms could learn from? Are western business practices appropriate within African multinational firms?

2.      Institutions

i.          What are the implications of the wide-ranging diversity of national institutional and governance systems within African countries on foreign direct investment flows and management practices?

ii.         In which new ways are national, regional (African Union/ ECOWAS/EAC/SADC) or international institutions (World Bank/ IMF/UN) influencing the international business environment in Africa? How is regional integration shaping the reality of international business within Africa?

iii.        How are perceptions of fragility, corruption or instability influencing the dynamics of international business in Africa?

iv.        In which ways do colonial legacies influence flows of foreign direct investment (FDI) to Africa? To what extent do the recent flows of foreign investment into Africa constitute neo-colonialism? 

v.         Is there a new narrative to the new Afro-Sino relations?  Is there another story behind resource-seeking motives of Chinese MNEs in Africa?

3.      Bottom of the pyramid

i.         Which are the opportunities and challenges that international business may encounter in developing new products and markets to service consumers at the so-called ‘bottom of the pyramid’ within African countries?

4.      Risk

i.         What are the implications of the contemporary risks of doing business in Africa, including terrorism, domestic insurgencies and political interference?

Submission process and deadlines:

Submissions should follow the author guidelines for critical perspectives on international business which can be found at: http://www.emeraldinsight.com/cpoib.htm

The submission deadline is 30th November, 2016, with initial reviewing to be completed by 1st March, 2017, revisions due by 30th June 2017, final decisions by 31st August, 2017, and anticipated publication in 2018.

Submissions should be via the Scholar One Manuscripts online submission system (http://mc.manuscriptcentral.com/cpoib).  Enquiries about the special issue should be directed to the special issue guest editors Dr Richard B. Nyuur (Richard.Nyuur@northumbria.ac.uk) or Dr Roseline Wanjiru (Roseline.Wanjiru@northumbria.ac.uk) or Dr Joseph Amankwah-Amoah (Joseph.Amankwah-Amoah@bristol.ac.uk) or Dr Simeon E. Ifere (sifere@unilag.edu.ng).  

References

Amankwah-Amoah, J. (2016), “Coming of age, seeking legitimacy: The historical trajectory of African management research”, critical Perspectives on International Business, Vol. 12 Iss: 1, pp. 1-14,

Ado, A and Su, Z. (2016), “China in Africa: A Critical Literature Review”, critical perspectives on international business, Vol. 12 Iss: 1, pp. 40-60. 

De Jonge, A. (2016), “Australia-China-Africa Investment Partnerships: A new frontier for triangular cooperation?” critical Perspectives on International Business, Vol. 12 Iss: 1, pp. 61-82.

Asiedu, E. (2004), “Policy reform and foreign direct investment in Africa: Absolute progress but relative decline”, Development Policy Review, Vol. 22 No. 1, pp. 41-48.

Asiedu, E. (2006), “Foreign Direct Investment in Africa: The Role of Natural Resources, Market Size, Government Policy, Institutions and Political Instability”, The World Economy, Vol. 21 Iss: 1, pp. 63-77.

Ayres, C. J. (2012),"The international trade in conflict minerals: coltan", critical Perspectives on International Business, Vol. 8 Iss 2, pp. 178 - 193

Eweje, G. (2006), “Environmental costs and responsibilities resulting from oil exploitation in developing countries: The case of the Niger Delta of Nigeria”, Journal of Business Ethics, Vol. 69 Iss: 1, pp. 27-56.

Horwitz, F. (2015), “Human resources management in multinational companies in Africa: a systematic literature review”, The International Journal of Human Resource Management, Vol. 26 Iss: 21, pp. 2786-2809.

Konijn, P & van Tulder, R. (2015),"Resources-for-infrastructure (R4I) swaps", critical Perspectives on International Business, Vol. 11 Iss: 3/4 pp. 259 – 284.

Musila, J. W. and Sigue, S. P. (2006), “Accelerating foreign direct investment flow to Africa: from policy statements to successful strategies”, Managerial Finance, Vol. 32 Iss: 7, pp. 577-593.

Naudé, W. A. and Krugell, W. F. (2007), “Investigating geography and institutions as determinants of foreign direct investment in Africa using panel data”, Applied Economics, Vol. 39, pp. 1223-1233.

Osabutey, E. L., Williams, K. and Debrah, Y. A. (2014), “The potential for technology and knowledge transfers between foreign and local firms: A study of the construction industry in Ghana”, Journal of World Business, Vol. 49 Iss: 4, pp. 560-571.

Roberts, J. and Dörrenbächer, C., (2016), “Renewing the call for critical perspectives on international business: towards a second decade of challenging the orthodox”, critical perspectives on international business, Vol. 12 Iss: 1, pp. 2-21 .

Roberts, J. and Dörrenbächer, C., (2012), “The Futures of critical perspectives on international Business”, critical Perspectives on International Business, 8 Iss: 1, pp. 4‐13.

The Economist (2001), “Africa's elusive dawn”, Vol. 358 Iss: 8210, pp. 17.

Bios of Guest Authors

Richard B. Nyuur, PhD, is a Senior Lecturer in Strategic Management and International Business at the Newcastle Business School, Northumbria University, UK. His research interests lie at the intersection of strategy and international business in the broad areas of foreign direct investment (FDI), international business strategy, international human resource management, and corporate social responsibility. He has published in journals such as International Human Resource Management Journal, Journal of Small Business Management, Thunderbird International Business Review, Journal of Strategy and Management, African Journal of Economic and Management Studies, International Journal of Foresight and Innovation Policy, and Social Responsibility Journal. His scholarly work has also been presented at leading international conferences and published as chapters in peer-reviewed books. He is currently on the editorial boards of Journal of African Business and the European Journal of Economics and Management.

Dr Roseline Wanjiru, PhD, is a Senior Lecturer in Strategic Management and International Business at the Newcastle Business School, Northumbria University, UK. She has broad interdisciplinary research interests in the economic geography of multinational enterprises, the location of foreign direct investment, and economic development particularly in Sub-Saharan Africa. Roseline has worked in several East African countries and her scholarly work has been published in journals such as World Development, Transnational Corporations, and Regions as well as international conference proceedings. She holds a PhD from the University of Leeds and is currently the programme leader for the Business with Economics and Business with International Management degrees at Newcastle Business School, Northumbria University.

Dr. Simeon Emezana Ifere, PhD, is a lecturer at the Department of Business Administration

University of Lagos. Before returning to academia, he had over 25 years’ industry experience, which includes 5 years in management and 12 years in senior management positions in two Multinational organisations - Elf and Total groups. He also subsequently worked for Total group and Oando Plc as an Operations Consultant and a Turnaround Consultant respectively. His research interests broadly focus on employee engagement and work-life balance, talent management, and corporate social responsibility. His papers are forthcoming in the International Journal of Human resource Management. He has also presented his scholarly work at leading international conferences.

Dr Joseph Amankwah-Amoah, PhD, is an Associate Professor (Senior Lecturer) of Management at University of Bristol. His research focuses on global business strategy, international divestment, liberalisation, international entrepreneurship (business failure), and lateral hiring in emerging economies. Since completing his PhD in 2010, Joseph has published over 80 articles in refereed academic journals, conference proceedings and book chapters. He has published articles in journals such as the International Journal of HRM, Business History, Group & Organization Management, Journal of Business Research, Technological Forecasting and Social Change, European Business Review, Industrial Management & Data Systems, Critical Perspectives on International Business, Management & Organizational History, Thunderbird International Business Review and Journal of General Management

The postcolonial thinker Edward Said (1978, 1993) noted that migration was the great marker of our time and that with the increasing global movement of people there would be increasing ‘inter-cultural’ contact. When viewed through the ‘lens’ of critical organization and management studies, the processes and types of mobility, movement and migration in today’s ‘globalized’ environment present interesting possibilities for a reformulation and reconsideration of mobility within contemporary global capitalism.

In particular, there seems to be much room for the critical study of managerial and professional mobility and movement in business and organization studies, and specifically the idea of the “transnational capitalist class”. Beyond conventional expatriation, there are many new kinds of mobility occurring that involve the transnational capitalist class in the contemporary global business environment. They have yet to be exposed to critical investigation in a sustained fashion. In Western-based multinational companies these include the development of mobile ‘global elites’ and increasing numbers of short-term, commuter and rotational assignments and assignees (Dickmann and Doherty, 2010; McKenna and Richardson, 2007; Suutari, 2003).

The implications of these systems and forms of mobility in the broader context of ‘globalization’ and global capitalism have yet to be significantly explored from a critical perspective. In addition, the so-called self-initiated expatriate (SIE) has recently come under scrutiny. The SIE is an individual who ‘expatriates’ independently of an organizational sponsor. Much of the research on the SIE has been conducted on and with professionals moving from Western countries to other parts of the world (Jokinen, Brewster and Suutari, 2008; Myers and Pringle, 2005; Richardson, 2006; Selmer and Lauring, 2010; Tharenou and Caulfield, 2010). While there has been some more critical work undertaken on the ‘whiteness’ of these SIEs and emigrants in the broader sociological literature (Leonard, 2010), very little has been undertaken from a critical paradigm specific to business and organizations.

In this special issue, then, we seek papers that subject the globally mobile managerial and professional class, particularly in the context of business and organizational studies, to critical investigation.

The list below presents illustrative topics for contributions:

• How can we conceptualize organizational and self-initiated managerial professional global mobility critically?
• To what extent do globally mobile professionals represent a transnational capitalist class operating in the interests of global capital? How do this growing transnational class reflect changes in the global labour process?
• To what extent are those who are globally mobile professionals, both within organizational contexts and SIE’s engaging in ‘Imperial careering’?  What are the elements of ‘Imperial careering’ in the contemporary business world and how can we link it to a postcolonial analysis?
• Who are the globally mobile elite and why are they being created by corporations?  What purposes do a globally mobile elite perform within multinational corporations that maintain and enhance discourses and structures of multinational power and dominance?
• What is the impact of global mobile professionals on the locations to which they move?  How is ‘whiteness’ important in this mobility and in forms of racial hierarchicalization in host locations?  How can we conceptualize and empirically research globally mobile professionals from non-metropolitan centres?  What are the gendered aspects of professional global mobility? 
• What do concepts such as hybridization and mimicry offer a critical analysis of mobility and how has hybridization in particular been appropriated by multinational corporations?
• How do globally mobile professionals impact the host countries from a critical perspective?
• How does the movement of the global professional and managerial class underpin a globalized system of neoliberalism?  Do the global professional and managerial class constitute a group from all parts of the world who cross borders in support of global capital?

We welcome theoretical, conceptual and empirical papers that explore and investigate the critical dimensions of the global mobility of professionals and managers as a developing transnational capitalist class.

Submission process:

Submissions should follow the author guidelines for Critical Perspective on International Business which can be found at: http://www.emeraldinsight.com/cpoib.htm

The submission deadline is 1st September 2012, with initial reviewing to be completed by 30th November 2012, revisions due by 1st February 2013, final decisions by 1st May 2013, and anticipated publication in early 2014.

Submissions should be via the Scholar One Manuscripts online submission system (http://mc.manuscriptcentral.com/cpoib).

Please direct questions to any of the special issue editors at: smckenna@yorku.ca, M.N.Ravishankar@lboro.ac.uk, D.Weir@ucs.ac.uk

References

Dickmann, M., & Doherty, N. (2010).  Exploring organizational and individual career goals, interactions, and outcomes of developmental international assignments.  Thunderbird International Business Review, 52, 301-311.

Jokinen, T., Brewster, C., & Suutari, V. (2008).  Career capital during international work experiences: contrasting self-initiated expatriate experiences and assigned expatriation.  The International Journal of Human Resource Management, 19, 979-998.

Leonard, P. (2010). Expatriate Identities in Postcolonial Organizations: Working Whiteness, Surrey: Ashgate.

McKenna , S., & Richardson, J. (2007).  The increasing complexity of the internationally mobile professional:  issues for research and practice.  Cross Cultural Management, 14, 307-329.

Myers, B., & Pringle, J. K. (2005).  Self-initiated Foreign Experience as Accelerated Development:  Influences of Gender.  Journal of World Business, 40, 421-431.

Richardson, J. (2006).  Self-directed expatriation:  family matters.  Personnel Review, 35, 469-486.

Said, E.W. (1978) Orientalism, London: Routledge and Kegan Paul Ltd.

Said, E.W. (1993) Culture and Imperialism, New York: Vintage.

Selmer, J., & Lauring, J. (2010).  Self-initiated academic expatriates:  Inherent demographics and reasons to expatriates.  European Management Review, 7, 169-179.

Suutari, V. (2003).  Global managers:  Career orientation, career tracks, life-style implications and career commitment.  Journal of Managerial Psychology, 18, 185-207.

Tharenou, P., & Caulfield, N. (2010).  Will I stay or will I go?  Explaining repatriation by self-initiated expatriates.  Academy of Management Journal, 53, 1009-1028.

Urry, J. (2000), Sociology beyond societies: Mobilities for the twenty-first century, Routledge, London.

About the Guest Editors

Dr Steve McKenna is Professor of Human Resource Management at York University, Toronto. His research interests include global mobility, postcolonial approaches to management and organization studies and the processes involved in ‘learning to work’.  He co-convened a sub-theme at EGOS in 2007 from which came a special issue of the Journal of Management Development on ‘Managing, managerial control and managerial identity in the post-bureaucratic world’.  He has published articles in Organization, Management Learning, International Journal of Human Resource Management and Management International Review.  He is regional editor (North America) for Personnel Review.

Dr. M.N. Ravishankar is Reader in Globalization and Emerging Markets at the School of Business and Economics, Loughborough University, UK. His research interests span culture and its interface with business strategies, offshore outsourcing of work and IT-enabled transformations in emerging markets. Ravi’s research has appeared in leading international journals such as Information Systems Research, Journal of Vocational Behaviour and Omega.

Professor David Weir is Dean of the Business School at University Campus Suffolk, UK.  He is also Emeritus Professor of the University of Northumbria, Visiting Professor in Management Development at Lancaster University, Visiting Professor Bristol Business School, Professor Affilie, ESC Rennes, France and Distinguished Visiting Professor, ETQM College, Dubai.  He is a Companion of the Chartered Institute of Management and the author of several books including the best selling “Modern Britain” series.  He is currently completing a book on “Management in the Arab world”.  He was a joint editor of the book Critical Management Studies at Work (2009), Cheltenham: Edward Elgar.

Guest Editors

Claudine Gaibrois, University of St. Gallen, Switzerland

Philippe Lecomte, Toulouse Business School, France

Mehdi Boussebaa, University of Glasgow, UK

Martyna Śliwa, University of Essex, UK

Introduction to the Special Issue

Scholarly interest in the role of language and, in particular, the rise of English as a global language in international business (IB), and organizational life more generally, has grown considerably in the past two decades. Most of the studies to date, however, have adopted a managerialist-functionalist perspective, focusing on corporate or individual solutions for overcoming language barriers. While this stream of research has significantly contributed to understanding the challenges of multilingualism in IB, research would now benefit from other perspectives. In other words, there is a need for research in IB going beyond questions of organizational efficiency and performance.

In particular, there is a need for more critical studies so as to examine how language policies and language practices in IB are mediated by power and politics. For instance, the increasingly widespread practice of mandating of a common language inside multinationals, far from being a neutral process, “should be viewed as exercise of power” (Vaara et al., 2005, p. 596). In this context, native speakers of the imposed language typically benefit from “unearned status gain” (Neeley and Dumas, 2016, p. 1) that gives them undue control over the communication flow (Feely and Harzing, 2003; Harzing and Pudelko, 2013; Neeley, 2013). The mandated language typically empowers some while disempowering others (Dotan Elliaz et al., 2009; Vaara et al., 2005) and acts as a source of individual influence within the firm (Barner-Rasmussen et al., 2014; Marschan-Piekkari et al., 1999; Peltokorpi and Vaara, 2014). Similarly, some research has shown how translation can be understood as an inherently political act (Ciuk et al., 2018; Logemann and Piekkari, 2015).

Moreover, studies of human agency creation in the context of linguistic inequalities, which might include open resistance against the use of a certain language as well as more subtle forms of non-compliance such as adaptation, would highlight power and politics in multilingual organizations as a source of dynamism and change, stressing possibilities of empowerment, emancipation and giving voice to marginalized groups. As an example, scholars have recently stressed the power effects of hybrid language use, as it can provide possibilities to express voice and participate (Gaibrois, 2018; Janssens and Steyaert, 2014), thus departing from the general tendency to emphasize national languages in language-sensitive IB (Tietze et al., 2016).

This emerging body of power-sensitive research has advanced understanding of language policies and practices in IB and one can expect it to be developed further, both empirically and conceptually. However, we believe it is time to conduct more critically oriented studies that can locate corporate language policies and practices in wider historical and socio-political contexts. One example is research on language policy informed by theories of imperialism and colonialism (Boussebaa et al., 2014; Boussebaa and Brown, 2017; Śliwa, 2008; Vaara et al., 2005). Another example is research pointing to the linkages between global English and neo-liberalism (e.g. Śliwa, 2010). Research on language policies and language use in IB also needs to take into account the hierarchy that exists between languages so as to bring into the analysis the fact that languages are generally “not equal in terms of socio-politico-economic value” (Hua 2014, p. 236) and thus potentially productive of intra-organizational inequalities. As Bourdieu’s (1991) notion of linguistic capital highlights, the value of an individual’s utterance depends on the value of that person’s first language on the market of languages.

Additionally, in order to understand the effects contemporary IB activity has on the individual, specific communities and society (Dörrenbächer and Michailova, 2019), we need more research on the ways in which language policies and practices in IB relate to privilege and inequality as well as to processes of participation and inclusion/exclusion (e.g. Tatli and Özbilgin, 2012). Research investigating how language intersects with other diversity dimensions such as migrant background, education or organizational function shows how language contributes to social and organizational differentiation (Johansson and Śliwa, 2016). Possible questions include the effects of using English as ‘lingua franca’ on low-qualified employees’ participation in organizational life (Gaibrois, 2015), or the consequences of the foreign-language environment on migrants’ and refugees’ organizational status.

On a conceptual and empirical level, most research on language policies and language use in IB tends to be conducted from a Western perspective. Frameworks and methodologies developed in the USA and Western Europe continue to be applied across different socio-cultural contexts, and the major debates are orchestrated by scholars affiliated with Western universities and by Westerners based elsewhere, as Michailova and Tienari (2014) have criticized with regards to IB in general. However, conceptualizations of multilingualism or methodologies stemming from outside the industrialized world (Roberts and Dörrenbächer, 2016) hold great potential for deepening understanding of language policies and language use in IB.

Finally, research in other organizational contexts than multinational corporations is required, because focusing on the multinational as a core category of IB research often remains static, structural and binary, and is not aligned with the fluidity and change of human activity, in which language practices play a crucial role (Angouri and Piekkari, 2018). Examples of other research contexts include universities (Boussebaa and Brown, 2017), offshore outsourcing companies (Boussebaa et al., 2014). Informal, partial and temporal organizations (Angouri and Piekkari, 2018) or non-profit based IB, as suggested in a call by Dörrenbächer and Michailova (2019), are another promising research context.

In this Special Issue, we therefore invite scholars from various disciplines and geographical locations to address multilingualism in IB from a critical perspective, focusing on how multilingualism in IB relates to privilege and inequality. Potential authors are encouraged to highlight the impact of the contemporary global and societal context on language policies and practices, and vice versa. Conceptual, methodological and empirical contributions addressing the following, by no means exhaustive, themes are particularly welcome:

  • The impact of (neo)colonialism on language policies and language practices in IB 
  • The effects of language hierarchies on individuals’ language capital in organizations
  • Language and its intersection with other diversity dimensions, such as education, occupation, organizational status or gender
  • The consequences of language policies for employees on the lower hierarchical levels and/or with limited proficiency in foreign-languages  
  • Migrants’ and refugees’ language-related challenges
  • Agency creation in multilingual organizations and resistance against language-skill related privilege
  • The political dimensions of translation
  • Perspectives on language policies and language practices in IB from outside the industrialized world

Following the renewed aim of critical perspectives on international business (cpoib) to focus on the contemporary context of IB (Dörrenbächer and Michailova, 2019), submissions are expected to address how global and societal changes relate to language policies and practices in IB. Potential contributors are encouraged to challenge the earlier focus on managerial perspectives by highlighting issues of privilege and inequality. They are also invited to suggest alternatives to focusing on efficiency and individual-level language skills by presenting innovative approaches to addressing multilingualism in organizations.

Submission Instructions

The deadline for submissions is 31 March 2020. For more information on critical perspectives on international business, including style guidelines, please visit the journal’s website at: http://www.emeraldinsight.com/loi/cpoib/.

All submissions will be subject to the regular blind peer review process of critical perspectives on international business. Submissions to the special issue are made using ScholarOne Manuscripts http://mc.manuscriptcentral.com/cpoib.

More Information

Enquires about the special issue should be directed to the guest editors: 
Claudine Gaibrois, claudine.gaibrois@unisg.ch

Philippe Lecomte, p.lecomte@tbs-education.fr

Mehdi Boussebaa, mehdi.boussebaa@glasgow.ac.uk

Martyna Śliwa, masliwa@essex.ac.uk

References

Angouri, J. and Piekkari, R. (2018), “Organising multilingually. Setting an agenda for studying multilingual organisations and organising”, European Journal of International Management, Special Issue: “Working across Language Boundaries in International Business", Vol. 12 Nos 1/2, pp. 8-27.

Barner-Rasmussen, W., Ehrenrooth, M., Koveshnikov, A., and Mäkelä, K. (2014), “Cultural and language skills as resources for boundary spanning within the MNC”, Journal of International Business Studies, Vol. 45 No. 7, pp. 886-905.

Bourdieu, P. (1991), Language and Symbolic Power, Cambridge: Polity Press.

Boussebaa, M., Sinha, S. and Gabriel, Y. (2014), “Englishization in offshore call centers: A postcolonial perspective”, Journal of International Business Studies, Vol. 45 No. 9, pp. 1152-1169.

Boussebaa, M. & Brown, A-D. (2017), “Englishization, Identity, Regulation and Imperialism”, Organization Studies, Vol. 38 No. 1, pp. 7-29.

Ciuk, S., James, P. and Śliwa, M. (2018), “Micropolitical Dynamics of Interlingual Translation Processes in an MNC Subsidiary”, British Journal of Management, https://doi.org/10.1111/1467-8551.12323.

Dörrenbächer, C. and Michailova, S. (2019), “Societally engaged, critical International Business research: A programmatic view on the role and contribution of cpoib”, critical perspectives on international business, forthcoming

Dotan-Eliaz, O., Sommer, K. L. and Rubin, Y. S. (2009), “Multilingual groups. Effects of linguistic ostracism on felt rejection and anger, coworker attraction, perceived team potency, and creative performance”, Basic and Applied Social Psychology, Vol. 31, pp. 363-375.

Feely, A. J. and Harzing, A.-W. (2003), “Language management in multinational companies”, Cross Cultural Management: An International Journal, Vol. 10 No. 2, pp. 37‑52.

Gaibrois, C. (2015), Power at work: The discursive construction of power relations in multilingual organizations, Bamberg: Difo-Druck.

Gaibrois, C. (2018), “’It crosses all the boundaries': Hybrid language use as empowering resource”, European Journal of International Management, Special Issue “Working across Language Boundaries in International Business”, Vol. 12 Nos 1/2, pp. 82-110.

Harzing, A.-W. and Feely, A. (2008), “The language barrier and its implications for HQ-subsidiary relationships”, Cross Cultural Management: An International Journal, Vol. 15 No. 1, pp. 49-61.

Harzing, A-W. and Pudelko, M. (2013), “Language competencies, policies and practices in multinational corporations: A comprehensive review and comparison of Anglophone, Asian, Continental European and Nordic MNC”, Journal of World Business, Vol. 48 No. 1, pp. 87-97. 

Hua, Z. (2014), “Piecing together the ‘workplace multilingualism’ jigsaw puzzle”, Multilingua, Vol. 33 Nos 1/2, pp. 233-242.

Janssens, M. and Steyaert, C. (2014), “Re-considering language within a cosmopolitan understanding. Toward a multilingual franca approach in International Business studies”, Journal of International Business Studies, Vol. 45 No. 5, pp. 623-639.

Johansson, M. and Śliwa, M. (2016), “‘It is English and there is no alternative’: Intersectionality, language and social/organizational differentiation of Polish migrants in the UK”, Gender, Work and Organization, Vol. 23 No. 3, pp. 296-309.

Logemann, M., and Piekkari, R. (2015), “Localize or local lies? The power of language and translation in the multinational corporation”, critical perspectives on international business, Vol. 11 No. 1, pp. 30-53.

Marschan-Piekkari, R., Welch, D. and Welch, L. (1999), “In the shadow: The impact of language on structure, power and communication in the multinational”, International Business Review, Vol. 8 No. 4, pp. 421-440.

Michailova, S. and Tienari, J. (2014),"What's happening to international business?", critical perspectives on international business, Vol. 10 Nos 1/2, pp. 51-64.

Neeley, T. (2013), “Language matters. Status loss and achieved status distinctions in global organizations”, Organization Science, Vol. 24 No. 2, pp. 476-497.

Neeley, T.B. and Dumas T.L. (2016), “Unearned status gain. Evidence from a global language mandate”, Academy of Management Journal, Vol. 59 No. 1, pp. 14-43.

Peltokorpi, V. and Vaara, E. (2014), “Knowledge transfer in multinational corporations: Productive and counterproductive effects of language-sensitive recruitment”, Journal of International Business Studies, Vol. 45 No. 5, pp. 600-622.

Philippson, R. (1992), Linguistic Imperialism, Oxford: Oxford University Press.

Roberts, J. and Dörrenbächer, C. (2016), “Renewing the call for critical perspectives on international business: towards a second decade of challenging the orthodox”, critical perspectives on international business, Vol. 12 No. 1, pp. 2-21.

Śliwa, M. (2008), “Understanding social change through post‐colonial theory: Reflections on linguistic imperialism and language spread in Poland””, critical perspectives on international business, Vol. 4 Nos 2/3, pp. 228-241.

Śliwa, M. (2010), “‘Catching up with civilisation’: Reflections on language spread in Poland”, Journal of Organizational Change Management, Vol. 23 No. 6, pp. 689-709.

Tatli, A. and Özbilgin, M. (2012), “Surprising intersectionalities of inequality and privilege: the case of the arts and cultural sector”, Equality, Diversity and Inclusion: An International Journal, Vol. 31 No. 3, pp. 249-265.

Tietze, S., Holden, N. and Barner-Rasmussen, W. (2016), “Language use in multinational corporations: The role of special languages and corporate idiolects”, In: Ginsburgh, V. and Weber, S. (Eds.), The Palgrave Handbook of Economics and Language, Palgrave Macmillan, Basingstoke, pp. 312-341.

Vaara, E., Tienari, J., Piekkari, R. and Säntti, R. (2005), “Language and the Circuits of Power in a Merging Multinational Corporation”, Journal of Management Studies, Vol. 42 No. 3, pp. 595–623.

About the Special Issue Editors

Claudine Gaibrois (PhD from the University of St. Gallen) is a Lecturer for Culture, Society and Language at the Zurich University of Applied Sciences and an External Lecturer for Language Diversity in Organizational Contexts at the University of St. Gallen, Switzerland, and the Ecole de Management Strasbourg, France. Her research interests include linguistic and cultural diversity, communication in organizational contexts, intercultural communication and power relations. She has published in journals such as Journal of World Business, International Journal of Cross Cultural Management and European Journal of International Management. She has also co-edited a volume of the Bulletin Suisse de linguistique appliquée, which addresses the role and perception of language at the workplace from an international comparative perspective. She is a member of the board at the Groupe d’Etudes en Management et Langage (GEM&L)

Contact: claudine.gaibrois@unisg.ch

Philippe Lecomte is President and founding member of GEM&L, an international research group on Management and Language. He has been Associate Professor at Toulouse Business School (TBS), France for over 30 years. He was head of the Language department of TBS and co-director of the Major in International Management at TBS. Philippe Lecomte was guest lecturer at WFI- Ingolstadt School of management in 2009 and 2011. His current research interest is in language in international business and management education. He has co-edited four special issues on language and management (Management & Avenir, 2013; Gérer et Comprendre, 2014; International Journal of Cross-Cultural Management, 2015, European Journal of International Management, 2017). He is senior editor of the European Journal of International Management.

Contact: p.lecomte@tbs-education.fr

Mehdi Boussebaa is Professor of International Business at the University of Glasgow in the UK. His primary research investigates the impact of globalization on organizational behaviour and the role of multinationals as agents of globalization. Empirically, he has a particular interest in professional service multinationals and internationalizing universities. His work has been published in journals such as Organization Studies, Human Relations, Journal of International Business Studies and Journal of World Business. He currently is an Associate Editor of critical perspectives on international business and serves on the editorial boards of Organization Studies, Journal of World Business and Journal of Professions and Organization

Contact: mehdi.boussebaa@glasgow.ac.uk

Martyna Śliwa is Professor of Management and Organisation Studies at the University of Essex. Her research interests include linguistic diversity, multilingualism and translation in multinational corporations. She has published research addressing issues of language and power in journals such as Journal of International Business Studies, British Journal of Management and Culture and Organization. She is particularly interested in how language intersects with other aspects of organisational diversity and what effects it has on individual careers as well as organisational hierarchies and power relations. Martyna has extensive experience of editorial work and is currently Associate Editor of the British Journal of Management and Management Learning.

Contact: masliwa@essex.ac.uk

The European single market has come a long way in allowing for the free movement of people, goods, services and capital across the Union. European institutions, organizations, businesses and private citizens, can potentially operate, compete and coexist within a supranational society, the citizens of which come from divergent cultural backgrounds of no fewer than 27 member states, that become even more composite as a result of an increasing influx of migrant workers seeking a better life in Europe.

Externally, European organizations expand their scope of activities following EU's leading position in the global political and economic arena, including its role in the so much needed Islamic-Western mutual understanding and reconciliation. This reality is reflected in the complexity of the European business, governance and administrative environment that demands a high level of cultural competency from organizations and their management. A cross-cultural know-how that can potentially become an organizational resource needs to be developed that will expand managers' effectiveness in a wide spectrum of international and home settings.

Yet, research allowing us to improve our understanding of cross-cultural management issues, in Europe and elsewhere, is rather limited. Researchers intending to address this gap are invited to submit their work to this special issue. Theoretical and/or empirical papers of both a quantitative and a qualitative nature on all aspects of modern management are invited. A European-Mediterranean perspective is preferable.

Topics could include but are not limited to:

* Implications of culture on managerial styles and decision making
* Culture and strategy: implications of culture for strategic decision making
* Strategic alliances, mergers and acquisitions across cultures
* Implications of culture on management practice
* Corporate and organizational cultures
* Leadership in multi-cultural contexts
* Marketing services and products in cross-cultural environments
* Culture's impact on customer behaviour
* Ethnocentrism
* Cross-cultural communications and negotiations
* Management ethical Issues related to culture
* Cross-cultural perspectives of branding strategies.

Submission guidelines

Papers submitted must not have been published, accepted for publication, or presently be under consideration for publication with any other journal. Submissions should be approximately 4,000-6,000 words in length. Submissions to Cross Cultural Management must be made using the ScholarOne Manuscript Central system. For more details, please visit Emerald Insight and consult the author guidelines. A separate title page must be uploaded containing the title, author(s), and contact information for the author(s).

Suitable articles will be subjected to a double-blind review; hence authors should not identify themselves in the body of the paper.

Guest Editors

Yaakov Weber

College of Management Academic Studies, Israel

Shlomo Tarba

University of Birmingham, UK

Consulting Editor

Daniel Rottig

Florida Gulf Coast University, USA

Mergers and acquisitions (M&As) of companies located in emerging markets (EMs) as well as M&A deals that have originated from emerging market firms in recent years account for a large share of foreign direct investment (Rottig, 2017). Furthermore, the majority of outward foreign direct investment from EMs is created through M&As that help firms to achieve strategic objectives such as growth and acquisitions of technology and resources. However, the number of studies that focus on M&As in and out of EMs is much smaller than those studies that analyze M&As in and out of developed economies, which constitute a major research gap and opportunity for future studies. For example, a recent review of the literature on the critical success factors of M&As (Gomes, Angwin, Weber and Tarba, 2013; Rottig and Reus, 2018) concluded that there is a scarcity of theoretical and empirical work examining cross-border M&As by EM firms.  Moreover, based on a meta-analysis of culture’s consequences for acquisition performance, Rottig (2017: 28) notes that “the majority of culture-related acquisition performance research is based on samples of acquirers and targets in developed countries with a recent emergence of studies examining acquisitions of Western-based firms in emerging markets. Interestingly, however, we could not identify a single empirical study that examined the effects of cultural differences on acquisition performance based on a sample of acquisitions of emerging market targets by emerging market acquirers. Against the background of the recent proliferation of acquisitions across emerging markets – with emerging market acquirers accounting for 53 percent of global cross-border acquisitions and 72 percent of targets being located in emerging markets (UNCTAD, 2014) – future research is likely to make a contribution by theoretically examining the unique institutional environments of emerging markets, developing location-specific conceptual models for the culture-based acquisition performance determinants in these markets, and empirically analyzing such models based on samples of acquirers and target firms that are indigenous to these markets.” These reviews point out the need for more research on M&As within EMs as well as M&As originating from EM firms.

Most of the scarce, extant literature on M&As in and out of EMs is based on samples from only one single country such as China or India, and the results are mixed. It is questionable whether conclusions drawn from studies of M&As in one emerging market context can be generalized to other EM contexts and other EM firms. Furthermore, there is a lack of research testing the applicability of findings and theories from the literature on cross-border M&As in developed countries in the context of M&As in and out of EM. For example, more research is needed on the unique institutional (external and internal) factors in EMs that impact the strategies, implementation, and performance of M&A in EMs (e.g., see Rottig, 2016). Studies have therefore pointed to the fact that that there are significant differences in institutional environments between developed economies and emerging economies, and underscored the need for extending the existing knowledge on M&As by exploring these transactions in new national and organizational settings (Ahammad, Leone, Tarba, Glaister & Arslan, 2017; Buckley, Elia, & Kafouros, 2014).

This special issue aims to foster the research streams on antecedents (factors affecting performance) and outcomes (performance) of cross-border mergers and acquisitions in and out of emerging markets. This complex, widespread and growing phenomenon of M&As will require the incorporation of multidisciplinary, multi-level and cross-cultural models and analyses (Junni, Sarala, Tarba, & Weber, 2015; Weber, 2012; Weber, Tarba, & Oberg, 2013).

We invite papers that focus on theories and findings that explain pre- and post-M&A processes in EMs. We encourage both conceptual and empirical (quantitative and qualitative) contributions that may address, but are not limited to, the following topics:

Multidisciplinary Approach and Interrelationships Among M&A Stages in and out of EMs:

  • What insights can perspectives from strategy, organizational behavior, international management, psychology, sociology, anthropology and other disciplines provide to our understanding of M&A performance in and out EMs?
  • Given that some studies show that experience does not necessarily lead to better performance, how can Learning theory, the Knowledge-based-view and/or Resource-based-view explain M&A performance in EMs?
  • Do strategic goals, strategic choices and screening processes during the pre-M&A stage lead to different psychological experiences and outcomes that require different HR practices and implementation approaches in the post-M&A stage in an emerging market context?

Success Factors at M&A Stages in and out of EMs

  • What are the success factors during the planning, closing and implementation stages of M&A in EMs?
  • How do the unique institutional contexts of emerging markets affect M&A performance across stages in the M&A process?
  • What are the roles of leadership and trust during different stages of M&A in EMs?
  • What are the best practices for synergy realization in M&As in and out EMs?
  • Under what circumstances (e.g., institutional contexts, industries, firm size) are communication, training, staffing, recruiting, rewarding and other practices during the pre and post-merger period the most effective?

Paper Submission Deadline:      December 20, 2018

Guidelines on Submission:

  • Please visit the International Journal of Emerging Market website at www.emeraldinsight.com/journal/ijoem for details about author and submission guidelines.
  • Please submit your papers directly through the ScholarOne submission and review system, which you can access via http://mc.manuscriptcentral.com/ijoem Please select this special issue in ScholarOne when submitting your paper.


References:
 

Ahammad, M. F., Leone, V., Tarba, S. Y., Glaister, K. W., & Arslan, A. (2017). Equity ownership in cross-border mergers and acquisitions by British firms: An analysis of real options and transaction cost factors. British Journal of Management, 28 (2), 180-196.

Buckley, P. J., Elia, S., & Kafouros, M. (2014). Acquisitions by emerging market multinationals: Implications for firm performance. Journal of World Business, 49(4), 611-632.

Gomes, E., Angwin, D. N., Weber, Y., & Tarba, S. Y. 2013. Critical success factors through the mergers and acquisitions process: Revealing pre- and post-M&A connections for improved performance. Thunderbird International Business Review, 55(1): 13-35.

Junni, P., Sarala, R., Tarba, S. Y., & Weber, Y. (2015). Strategic agility in acquisitions. British Journal of Management, 26(4), 596-616.

Rottig, D. 2016. Institutions and emerging markets: Effects and implications for multinational corporations. International Journal of Emerging Markets, 11(1): 2-17.

Rottig, D. 2017. Meta-analys es of culture's consequences for acquisition performance: An examination of statistical artifacts, methodological moderators and the context of emerging markets. International Journal of Emerging Markets, 12(1): 8-37.

Rottig, D. & Reus, T. H. 2018. Research on culture and international acquisition performance: A critical evaluation and new directions. International Studies of Management & Organization, 48(1): 3-42.

UNCTAD. 2014. World Investment Report: Investing in the SDGs: An action plan. New York: United Nations Publications.

Weber, Y. 2012. Handbook of Research on Mergers and Acquisitions. Edward Elgar, MA, USA.

Weber, Y., Tarba, S.Y., & Oberg, C. (2013). A Comprehensive Guide to Mergers and Acquisitions: Managing the Critical Success Factors Across Every Stage of the M&A Process. USA & UK: Financial Times Press.

CSR in Developing Countries: Towards a Development-Oriented Approach

Editors: Dima Jamali, Charlotte Karam & Michael Blowfield

Since the turn of the millennium, we have witnessed a surge of interest in the notion of Corporate Social Responsibility (CSR) coupled with an explosion in the number of articles, books, and chapters written on the topic. CSR is generally used as an umbrella term to describe the complex and multi-faceted relationships between business and society and to account for the economic, social and environmental impacts of business activity. Within the literature emerging from developed economies, CSR has been examined along three main tracks, namely as a function of profit maximizing behavior (McWilliams & Siegel, 2002), institutional pressures (Campbell, 2007), or managerial cognition (Muller & Kolk, 2009).

In this respect, scholars have delved into various aspects and applications of CSR including the use of CSR for legitimation, the relationship between CSR and financial performance and analyses of institutional pressures affecting CSR expressions. While this research has significantly advanced our understanding of CSR and its antecedents and implications, the bulk of this research has been concentrated in developed economies and in European and North American countries more specifically.

There has been a burgeoning parallel interest in understanding the dynamics and peculiarities of CSR in developing economies (Blowfield & Frynas, 2005; Newell & Frynas, 2007; Idemudia, 2011). Authors have contested the immediate transferability of frameworks and conclusions drawn in the developed world to developing countries and have argued for the need for a more nuanced analysis of how CSR manifests itself in emerging markets (Egri & Ralston, 2008; Kolk & Lenfant, 2010; Kolk & Van Tulder, 2010). The context-dependence of CSR has indeed been re-emphasized in recent years and the fact that developing countries present peculiar institutional constellations that affect CSR manifestations is now well-recognized (e.g. Jamali & Sidani, 2012; Visser, 2008). Scholars have suggested for example that philanthropy constitutes the main expression of CSR in the developing world whether because of prevailing cultural norms and expectations (Jamali &Neville, 2011; Gao, 2009), religious expectations (Jamali, Sidani, & El-Asmar, 2009a; Jamali, Zanhour, & Keshishian, 2009b) or the difficult and pressing socio-economic needs which put pressure on firms to embrace philanthropic programs and interventions (Frynas, 2005).

Other institutional gaps that affect the expressions of CSR in developing countries, include the contracted and retracted role of governments in developing countries (Frynas, 2005; Amaeshi et al., 2006) which often creates environments that are ripe for abuse (Khavul & Bruton, 2013; Newenham-Kahindi, 2011) and the weakness of drivers pertaining to business associations and nongovernmental organizations (Jamali & Neville, 2011). Ite (2005) identifies corruption, poor governance and the lack of accountability to be the main hindrances for CSR in Nigeria, causing exacerbated poverty and unemployment. Hence while there has been some increased scholarship on CSR in developing countries, and new insights into the cultural and local specifics of CSR engagement, there is need for additional research that can inform a more nuanced and sophisticated research agenda that links to public policy and development goals in more substantive ways. In fact various authors have highlighted a core challenge pertaining to how to move CSR beyond philanthropy, rhetoric, legitimization, imagery, and public relations in the developing world to substantive engagement that addresses engrained social problems (e.g. poverty, education, unemployment) and that has developmental impact and implications (Barkemeyer, 2009; Karam & Jamali, 2013).

Hence, this book volume is intended to highlight the current discussion on CSR in developing countries, through the voices of authors, scholars and practitioners working in these contexts. The editors welcome contributions pertaining to various aspects of CSR engagement in developing countries, with a particular focus on the question of the promise and potential of CSR to serve as an effective development tool.

The question of how the business sector can serve as an effective agent of change in the developing world is important and timely, particularly as the CSR paradigm continues to be anchored in voluntary self-regulatory conceptions (Barmekeyer, 2009; Jamali, 2010). In this respect, Blowfield and Dolan (forthcoming) begin to chart the way by giving insights into how the business sector has moved from a reactive non-intentional role in promoting development to a more proactive and engaged stance and specify three important criteria for an engaged developmental orientation pertaining to investing one’s capital, giving primacy to the poor and their issues, and accountability to address poverty and marginalization. In summary we invite contributions to this book volume seeking to address two primary questions. The first question is to what extent and in what ways do CSR agenda challenges and initiatives differ in developing economies, and how to account for these variations?

The second equally important question is how CSR can be mobilized more effectively to serve as a development tool, in the sense of aligning more systematically with meeting development goals that are worthy and substantive. We believe that exploring CSR in developing country contexts is important because these are the contexts where CSR and developmental needs are most acute (Jamali & Mirshak, 2007; Visser, 2008) and because developing countries often present a distinctive set of CSR agenda challenges which may have qualitative differences from those faced in the developed world (Visser, 2008). We also believe that in our current time, CSR needs to be examined more systematically not only in terms of constraints but also in terms of developmental potential in addressing relevant societal concerns and local development needs. We invite a range of nuanced contributions that are able to move beyond the ideological fault lines of CSR is good versus bad (Dolan & Rajak, 2011), to focus on the CSR peculiarities, ambivalences and tensions of CSR in developing countries and addressing the CSR-development nexus or interface more specifically.

Some questions that can guide contributors as they reflect on possible topics include:

  1. What are the possible lines of inquiry linking CSR to development? What are the important questions needed to be asked to develop fruitful future research directions on CSR in developing countries?
  2. What are the specificities of CSR in developing countries? How to account for the variation?
  3. What does it mean for business to be a genuine development agent?
  4. How can CSR be leveraged, or mobilized, or tailored for greater developmental impact in different developing contexts?
  5. What is meant by inclusive growth or inclusive capitalism and how can companies channel some of their innovative ingenuity to worthwhile development needs and projects in the developing world?
  6. What are the questions that CSR researchers should be asking to contribute to a locally appropriate CSR discourse while simultaneously remaining relevant to the global CSR dialogue?Similarly, what questions should practitioners be asking to make a local contribution and to lead the development-oriented CSR forward on the global stage?
  7. Where can CSR research in developing countries feed back into CSR research and practice in developed countries?
  8. What are the practical and methodological challenges of conducting quantitative and qualitative CSR research within and across developing economies and how can these serve as opportunities for developing innovative and stimulating new avenues for CSR research in general?
  9. What are the practical challenges of implementing development-oriented CSR initiatives within and across developing economies and how can these serve as opportunities for developing innovative and stimulating new avenues for responsible engagement?

A brief (one page) proposal or outline of your book chapter in terms of intended structure and main arguments and objectives is due by end of November 2013; we will endeavor to get back to you in relation to acceptance by end December 2013 and the full chapter contribution will be due on May 30, 2014.

In terms of formatting guidelines, Greenleaf formatting guidelines should be closely followed. These include the following (we should check with John): - Harvard referencing should be used throughout - The entire manuscript is double-spaced - Tables and diagrams are sent separately from the text

REFERENCES

Amaeshi, K. M., Adi, B. C., Ogbechie, C., & Amao, O. O. (2006). Corporate social responsibility in Nigeria: Western mimicry or indigenous influences? Journal of Corporate Citizenship, 24 (winter) 83-99. Barkemeyer, R. (2009). Beyond compliance – below expectations? Cross-border CSR, development and the UN Global Compact. Business Ethics: A European Review, 18(3), 273-289. Blowfield, M. (2007). Reasons to be cheerful? What we know about CSR’s impact. Third World Quarterly, 28(4), 683-695. Blowfield, M., & Dolan, C. (Forthcoming). Business as development agent: Evidence of possibility and improbability. Blowfield, M., & Frynas, J. G. (2005). Setting new agendas: critical perspectives on corporal social responsibility in the developing world. International Affairs, 81(3), 499–513. Campbell, J. L. (2007). Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Academy of Management Review, 32, 946–967. Dolan, C. & Rajak, D. (2011). Introduction: Ethnographies of corporate ethicizing. Journal of Global and Historical Anthropology, 60, 3-8. Egri, C. P., & Ralston, D. A. (2008). Corporate responsibility: A review of international management research from 1998 to 2007. Journal of International Management, 14, 319-339. Frynas, J. G. (2005). The false development promise of corporate social responsibility: Evidence from multinational oil companies. International Affairs, 81, 581-98. Gao, Y. (2009). Corporate social performance in China: Evidence from large companies. Journal of Business Ethics, 89, 23-35. Greenfield, W. M. (2004). In the name of corporate social responsibility. Business Horizons, 47(1), 19-28. Idemudia U. (2011). Corporate social responsibility and developing countries: Moving the critical CSR research agenda in Africa forward. Progress in Development Studies, 11(1), 1-18. Ite, U.E. (2005). Poverty reduction in resource-rich developing countries: what have multinational corporations got to do with it? Journal of International Development, 17, 913-929. Jamali, D. (2010). The CSR of MNC subsidiaries in developing countries: Global, local, substantive or diluted? Journal of Business Ethics, 93, 181-200. Jamali, D., & Mirshak, R. (2010). Business-conflict linkages: Revisiting MNCs, CSR and conflict. Journal of Business Ethics, 93(3), 443-464. Jamali, D., & Mirshak, R. (2007). Corporate social responsibility: Theory and practice in a developing country context. Journal of Business Ethics, 72(1), 243-262. Jamali, D. & Neville, B. (2011). Convergence versus divergence of CSR in developing countries: an embedded multi-layered institutional lens. Journal of Business Ethics, 102(4), 599-621. Jamali, D. & Sidani, Y. (2012). CSR in the Middle East: Fresh perspectives. In D. Jamali, & Y. Sidani (Ed.), Introduction: CSR in the Middle East: Fresh Perspectives (pp. 1-11). Palgrave Publishers: UK. Jamali, D., Sidani, Y., & El-Asmar, K. (2009a). Changing managerial CSR orientations: A three country comparative analysis of Lebanon, Syria and Jordan. Journal of Business Ethics, 85(1), 173-192. Jamali, D., Zanhour, M., & Keshishian, T. (2009b). Peculiar strengths and relational attributes of SMEs in the context of CSR. Journal of Business Ethics, 87(3), 355–367. Karam, C., & Jamali, D. (2013). Gendering CSR in the Arab Middle East: an institutional perspective. Business Ethics Quarterly, 23(1), 31-68. Khavul, S., & Bruton, G. D. (2013). Harnessing innovation for change: Sustainability and poverty in developing countries. Journal of Management Studies, 50(2), 285-306. Kolk, A., & Lenfant, F. (2010). MNC reporting on CSR and conflict in Central Africa. Journal of Business Ethics, 93, 241-255. Kolk, A., & Van Tulder, R. (2010). International business, corporate social responsibility and sustainable development. International Business Review, 19(2), 119-125. McWilliams, A., & Siegel, D. (2002). Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26, 177–127. Muller, A., & Kolk, A. (2009). CSR performance in emerging markets: Evidence from Mexico. Journal of Business Ethics, 85(2), 325-337. Newell, P., & Frynas, J. G. (2007). Beyond CSR? Business, poverty and social justice: An introduction. Third World Quarterly, 28(4), 669-681. Newenham-Kahindi, A. M. (2011). A global mining corporation and local communities in the Lake Victoria Zone: The case of Barrick Gold multinational in Tanzania. Journal of Business Ethics, 99, 253–282. Visser, W. (2008). Corporate social responsibility in developing countries. In A. Crane, A. McWilliams, D. Matten, J. Moon, & D. Siegel (Eds.), The Oxford Handbook of Corporate Social Responsibility (pp. 473-479). Oxford: Oxford University Press.

A dynamic, situation and values-based series of training tools, Cultural Detective encourages participants to develop intercultural competence in themselves and their organizations. Cultural Detective participants identify and explore a culture using key values as "clues" to solve cross-cultural "incidents" or mysteries and develop practical strategies for enhancing intercultural collaboration. Around sixty culture-specific and topic-specific versions are available for purchase in the online store.

Whether conducted internationally or within the same nation, cross-cultural research relies heavily on questionnaires and surveys. However, analysts often wonder whether responses generated by respondents from different cultural contexts mean the same thing. Cultural background may shape how different people use the same response scales. Likewise, self-report questions might elicit tendencies that interfere with what a survey researcher might want to know. In other cases, culture might influence as to whether respondents provide answers to the question as stated in the text, or if they are inclined to tailor their answer based on the specific context in which the question is being asked. And yet in other cases, participants’ answers may differ as a function of whether a question appears early or late in the same survey.

The present Special Section aims to bring together contemporary research that tackles problems of survey responding in a cross-cultural context. The focus is on issues, which have the potential of compromising cultural comparisons, yet which may also be of interest as cultural phenomena in their own right. Issues include, but are not limited to, acquiescent responding, disaquiescent responding, extreme responding, middling responding, socially desirable responding and context-driven responding. Papers may wish to diagnose cultural response tendencies, broadly construed, and demonstrate the consequences for conclusions about cultural differences. Similarly, papers may wish to propose new approaches in how to deal with various response tendencies, either at the stage of questionnaire design or the analysis of self-report data. Papers are also encouraged if they examine the predictors of cultural response tendencies, or demonstrate the conditions under which they are present or absent. Both theoretical and empirical contributions will be considered.

Manuscripts should be no longer than 6,000 words (including footnotes, references, tables, and figures, but excluding the abstract), have no more than 30 references, and include a 200-word abstract. If warranted (e.g., when reporting a coherent series of multiple studies) longer manuscripts may be considered, but authors are encouraged to contact the special section editor. Manuscripts are expected to follow standard guidelines of the International Journal of Psychology (http://onlinelibrary.wiley.com/journal/10.1002/%28ISSN%291464-066X/homepage/ForAuthors.html). Submissions will be peer-reviewed.

To ensure the suitability of a manuscript for the special section, authors should send an abstract (300-500 words) to reach the Guest Editor, Markus Kemmelmeier (markusk@unr.edu) by December 15, 2014, before submitting the complete manuscript. Manuscripts must be submitted in electronic form via IJP’s website (http://mc.manuscriptcentral.com/pijp).

Deadline for paper submissions is April 30, 2015.

Papers acceptable for publication that cannot be published in this special section may be considered for publication in a regular issue of the International Journal of Psychology, unless authors explicitly decline this option.

This is a call for papers for a special issue of Research in International Business and Finance focused on behavioral explanations for the use of outside financing by business firms.  This topic has assumed great importance following the global financial crises of 2007-2008 and the great recession that followed.  One of the major causes of these events has been traced to the high leverage employed.  However, there have been wide international variations in the leverages employed and in the outside financing used by entities in various countries and not all countries suffered equally in these crises. This special issue will focus on the international differences in outside financing and financial leverages used by businesses and possible explanations for these international differences.

Traditionally, research on the capital structure of firms has focused on the impact of firm-level variables to assess the relative strength of the pecking order theory versus the trade-off theory and other theories. However, it seems outcomes in finance, including capital structure and financing decisions, are shaped by laws and institutions that result from nations’ culture and history. Thus, there has been much interest in how international differences in risk attitudes and other national social and institutional characteristics influence the availability of external finance and the capital structure of firms. Recent research has begun to examine the influence of such factors as national culture, social trust, legal origins, bankruptcy laws, disclosure environments, governance, employment rights, and other national behavioral characteristics on the capital structures of firms.

Additionally, since traditional research on capital structure and financing sources has focused on non-financial firms, we also invite papers focused on financial and/or service firms. We feel the capital structure of financial firms is of particularly timely relevance as nations recover from the recent financial crisis and consider the impact of financing restrictions of banks.

Papers that use new and or novel empirical methodologies to examine topical issues using extensive cross-sectional and time-series international data sets are particularly welcome.  We are also interested in behavioral explanations that are backed up by adequate empirical analysis.

In order to enhance the fit of a manuscript with the goals of the special issue, potential authors are invited to submit and receive feedback on a three page summary of the proposed paper as early as possible. 

Journal information and author guidelines can be accessed at
http://www.elsevier.com/wps/find/journaldescription.cws_home/699534/authorinstructions

Please send your manuscripts and other inquiries to the attention of the special issue editors: 

Raj Aggarwal and John Goodell at: RIBAFSpecialIssueAG@gmail.com;

Journal information and author guidelines can be accessed at:
http://www.elsevier.com/wps/find/journaldescription.cws_home/699534/authorinstructions

The deadline for submission of completed manuscripts is July 30, 2012.  We look forward to your submissions to this special issue of the RIBAF.

Business Management- International Business

The German Journal of Research in Human Resource Management is the highest ranked German journal covering research on all issues related to Human Resource Management (HRM) and is listed by the SSCI. The Special Issues published in English receive considerable attention both in Germany and across Europe.

This Special Issue is dedicated to current issues in international HRM: Global assignments, global careers and global talent management. These topics have gained tremendous importance due to the increasing globalization of the world economy and the war for internationally qualified talent. This not only applies to multinational enterprises, but also to small- and medium-sized enterprises, as senior managers are challenged to attract and retain global talent.

We seek to publish research articles that deepen our understanding of phenomena related to global assignments, global careers and global talent management from both individual and from organizational perspectives. Individual perspectives include challenges of various types of assignments and their management. Papers on global careers might address, for example, the success of international assignments, female careers in international management, or cross-cultural learning processes of expatriates. The organizational perspective comprises various functional areas in IHRM, including the most important practice, global talent management. However, topics such as expatriate management and global performance management are also related to global assignments, global careers, and talent management.

The objective of this Special Issue is to draw together scholars who are working at the forefront of this research domain. This includes strong theoretical, conceptual and/or empirical papers using quantitative or qualitative approaches in order to advance our knowledge of international HRM – especially with regard to global assignments, global careers, and global talent management.

As an illustrative (but not exhaustive) list of themes/topics we hope to see addressed in this special issue are:
•    Various types of assignments (traditional, self-initiated assignments, etc.)
•    Expatriation and repatriation for various types of assignments
•    International careers
•    Female careers in international management
•    Global performance management
•    Global talent management
•    Cross-cultural training methods
•    Cross-cultural learning
•    Human resource development strategies
•    A comparative approach to human resource development
•    Any additional theoretical, empirical, review or model-building contributions in international human resource development (broadly defined).

Submissions
In order to be considered for publication in this Special Issue, an abstract of two pages should be sent to the editors by 15 July, 2012. The submission process is competitive, and the Editors will review the abstracts and contact authors with an invitation to submit full manuscripts. Abstracts and full papers should be written in English.
The deadline for the full papers is 31 December, 2012. The papers will undergo a double-blind review process. Submitted papers must represent original work that is unpublished and not currently submitted or under review for possible publication in other journals. Formal guidelines for final submission are available from: www.Hampp-Verlag.de or www.zfp-personalforschung.de. Publication is scheduled in late 2013.

The School of Management within the Faculty of Business and Law, Curtin University, Australia, is seeking applications for several continuing faculty teaching and research positions at the lecturer (Level B)/senior lecturer (Level C) level with expertise in the following six areas, commencing January 2019.

  • Business Information Systems
  • Human Resources (Careers, International Human Resources, and Industrial Relations)
  • International Business
  • Management (Organisational Behaviour, Managing Change, Leadership, and Strategy)
  • Operations Management
  • Risk Management

For details, please visit the Curtin Website at: https://about.curtin.edu.au/jobs/

Contact details

Head of School, Professor Fuming Jiang

Phone:  +61 8 9266 3084

Email:  fuming.jiang@curtin.edu.au

Introduction
The importance of customers for business firms has created tough ‘rivalries’ among competitors over acquiring new customers or retaining/expanding relationship with current ones. In particular, customer knowledge has been utilized as a key strategic resource and distinctive core competency to gain sustainable competitive advantage following the transformation of organizations from ‘product-centric’ to ‘customer-centric’ ones. The advancements in electronic and web-enabled systems coupled with accelerations in globalization, competitive environments, and changing customer’s preferences have created new challenges as well as opportunities for leveraging customer knowledge (CK) competencies.

Objectives
Customer-Centric Knowledge Management (CCKM) is needed in order to build good customer relations, continue to serve each customer in his or her preferred way, and to maintain customer satisfaction and loyalty. It includes the management of processes and techniques used to collect information regarding customers' needs, wants, and expectations for the development of new and/or improved products/services.

This book intends to address managerial and technical aspects of customer-centric knowledge implementation. It seeks to expand the literature and business practices and to create a very significant academic value to the dynamic and emerging fields of organizational knowledge management, customer relationship management, and information and communication technologies (ICTs).

Target Audience
This book seeks to offer audiences of business/IT academics and practitioners a refreshed and an enhanced view of research ideas in customer knowledge management.

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

Customer Knowledge

  • Generation
  • Sharing
  • Implementation


Customer–Centric Knowledge Management
Strategic Analysis

  • Design and Development
  • The Role of People
  • The Role of Technologies
  • The role of Processes
  • Delivery Channels
  • Supply Chains
  • Organizational Learning
  • Organizational Change
  • Communities of Practice/Creation
  • Performance Metrics
  • Project Management
  • e-Commerce
  • e-Governmental

Submission Procedure
Academics, researchers and practitioners are invited to submit on or before March 15, 2010, a 2-3 page chapter proposal clearly explaining the mission and concerns of his or her proposed chapter. Authors of accepted proposals will be notified on or before March 30, 2010 about the status of their proposals and sent chapter guidelines. Full chapters are expected to be submitted by June 30, 2010. All submitted chapters will be reviewed on a double-blind review basis. Contributors may also be requested to serve as reviewers for this project.

Publisher
This book is scheduled to be published by IGI Global (formerly Idea Group Inc.), publisher of the “Information Science Reference” (formerly Idea Group Reference), “Medical Information Science Reference” and “IGI Publishing” imprints. For additional information regarding the publisher, please visit www.igi-global.com. This publication is anticipated to be released in 2011.

Important Dates
March 15, 2010: Proposal Submission Deadline
March 30, 2010: Notification of Acceptance
June 30, 2010: Full Chapter Submission
September 30, 2010: Review Results to Authors
October 30, 2010: Revised Chapter Submission
November 15, 2010: Final Acceptance Notifications

Inquiries and submissions can be forwarded electronically (Word document) or by mail to:

Prof. Minwir Al-Shammari
Director, Graduate Studies Program
College of Business Administration
University of Bahrain
P.O Box 32038, Sakhir
Kingdom of Bahrain

Fax: (+973) 17-449-776
Email: minwir@yahoo.com

Business Management - International Business

The Rowe School of Business invites applications for a one-year limited-term appointment in Strategy and International Business at the rank of Lecturer or Assistant Professor commencing July 1, 2016.

The successful candidate must have a Master’s degree in a relevant field. A PhD in a relevant field is desirable. This is a position with a strong emphasis on high-quality teaching. The successful applicant will be expected to engage in the delivery of multiple sections of graduate and undergraduate courses in the areas of strategic management and international business. The ideal candidate must be able to manage student interaction with industry clients. The successful candidate will also be expected to contribute to the academic life of the School. Candidates must be able to meet the School’s accrediting body’s (AACSB) qualification requirements.

The Rowe School of Business is part of the Faculty of Management, which has a unique commitment to values-based management and interdisciplinary research and learning. Thus, the successful candidate will have opportunities to work with like-minded colleagues in the sister Schools of Public Administration, Information Management, and Resource and Environmental Studies within the Faculty.

Information about the Rowe School of Business and its programs may be found at http://www.dal.ca/faculty/management/rsb.html.

All qualified candidates are encouraged to apply; however, Canadians and permanent residents will be given priority. Dalhousie University is committed to fostering a collegial culture grounded in diversity and inclusiveness. The university encourages applications from qualified Aboriginal people, persons with a disability, racially visible persons, women, persons of minority sexual orientations and gender identities, and all qualified candidates who would contribute to the diversity of our community.

Applicants should send a c.v., copies of their previous teaching evaluations (if any) and a statement of their teaching philosophy to Ms. Miriam Breslow (mbreslow@dal.ca), Room 3060, Kenneth C. Rowe Management Building, Dalhousie University, 6100 University Avenue, PO Box 15000, Halifax, Nova Scotia, Canada, B3H 4R2, no later than May 20, 2016.

Brief introduction:

Dalian University of Technology (DUT), founded in 1949, is a national key university directly administrated by the Ministry of Education of China and sponsored by Project 211 and Project 985. In September 2017, DUT was selected into the university of the “Double First-Class” Initiative, category A.

Website: https://en.dlut.edu.cn/

School of Economics and Management (SEM), founded in 1985, set a precedent for MBA education in China. As the pioneer of the management case teaching method in Ching SEM takes the lead in adoption and promotion of management case teaching method among domestic universities. Now, SEM has three academic departments which are Management Science and Engineering, Business Administration, and Applied Economics. It is the seventh institute in the Chinese mainland that obtained AACSB.EQUIS, AMBA, and CAMEA accreditations. 

Website: https://sem.dlut.edu.cn/

Basic requirement:

Abide by the constitution and laws of the People’s Republic of China, stay loyal to the cause of education, and observe the rules and regulations of the University.

Research field:

Business Administration: Operations Management, Accounting, Innovation Management, Project Management, Marketing, Financial Management, Human Resource Management, Organizational Behavior, International Business, Strategy

Position requirement and salary

Professor:

Having academic and technological achievements approved by peer experts in relevant research fields. Possessing a broad academic perspective and innovative thinking. There is a potential to become an academic leader or outstanding talent in related fields.

Salary: $ 90,000-$210,000/year plus teaching and team performance pay

Associate Professor:

Outstanding young academic and technological talents who have obtained certain influential research achievements in relevant academic fields, with enormous innovation and strong development potential.

Salary: $ 70,000-$90,000/year plus teaching and team performance pay

Assistant Professor:

Doctoral degree holders from well-known universities both domestically and internationally, with excellent academic training. Having achieved influential and representative academic outputs, with a clear plan for future scientific research.

Salary: $ 60,000-$70,000/year, plus teaching and team performance pay

Assistant Research Fellow:

Obtained a doctoral degree from a well-known university both domestically and internationally within the past 3 years. Possesses a rigorous scientific attitude and teamwork spirit, a solid research foundation, and strong research abilities.

Salary: $ 42,000~5,5000 year

Welfare and allowance:

Welfare and allowance are very competitive with leading Asian Business Schools, with attractive start-up research funds and onboarding allowances. Social welfare includes housing subsidies (including rental and resettlement housing), social insurance, housing provident funds, medical care, and high-quality educational resources for children.

Application Documents:

* Resume
* 3-5 representative works within five years or job market letter

E-mail: Please collate the total materials listed above into a single PDF document with the file name "Name + University + Position + AIB", and send it to Ms. Wang Bo at gjzhaopin@dlut.edu.cn

International Business and Trade

As a result of globalization, migration and international mobility of human resources are of growing relevance (OECD, 2015). Many individual factors drive this increasing mobility, such as the desire for adventure, higher quality of life, compensation, career, and family or personal ties (e.g. Al Ariss et al., 2013; Cerdin, Diné and Brewster, 2014; Doherty, Dickmann and Mills, 2011; Froese and Peltokorpi, 2013; Hippler, 2009; Selmer and Lauring 2011). Externally, the joint influence of the global economic climate, demographic changes, and geopolitical crises have been triggering the phenomena (OECD, 2015). At the same time, the domestic context in which many business organizations operate is becoming more complex and dangerous, mainly due to the threat of natural disasters, war, violent conflicts, crime, civil unrest, and terrorism (Bader, Schuster and Dickmann, 2015). Therefore, an increasing number of people are engaging in roles and jobs that involve mobility under higher danger and risk, such as military, health, emergency and rescue service providers, development aid volunteers and peacekeepers, journalists, diplomats, religious missionaries etc. Until now, we know only little about how the intensification of risks affects international mobility. Previous research has focused on the physical and psychological hazards of certain occupational groups, such as military (e.g. Kelly, Hutchings and Pinto, 2015) and war journalists/correspondents (e.g. Feinstein, Owen and Blair, 2002); other studies have considered the HRM issues of hostile settings (e.g. Bader and Schuster, 2015, Reade and Lee, 2012), highlighting the reality that terrorism-related threats can cause stress and impair expatriates’ attitudes and performance (Bader and Berg, 2013).

Despite these contributions and recent developments in the understanding of multiple forms of international mobility (Mayrhofer and Reiche, 2014; Shaffer et al., 2012), little is known about the people who work in dangerous and remote areas, such as offshore, war zones, humanitarian, and emergency settings. Therefore, this special issue aims at attracting scholarly research that contributes to the knowledge about (1) the dangerous settings (profit and non-profit) in which international mobility occurs, (2) the dangerous occupations (skilled or less-skilled) involving permanent, long-term or short-term international mobility, (3) the individual antecedents and outcomes related to these dangerous assignments, and (4) the organizational policies and practices aimed at managing these dangerous assignments.

Original quantitative and qualitative empirical research, theory development, case studies, and critical literature reviews from multiple disciplines (e.g. sociology, psychology, occupational health, migration, international travelling, risk and safety management, etc.) are appropriate for potential inclusion in this special issue. Also, multi-level approaches are particularly sought to accommodate individual, organizational, and societal perspectives. The following list of topics and research questions illustrate the aims and scope of the special issue. Please note that this list is not exhaustive and other ideas are welcome as well:

•       Dangerous and extreme settings: What can we learn from the most frequent threats of dangerous international contexts, such as war and conflict scenarios, peacekeeping, humanitarian and health international assistance etc.? How can permanent threats be managed and overcome?

•       Dangerous and extreme occupations: What are the most frequent forms of dangerous and extreme occupations in the context of international mobility? To what extent does the understanding of these occupations advance our theorization of international work and mobility?

•       Danger and risk – individual antecedents: What are the main motivations and requirements of accepting dangerous international assignments? What effects do intrinsic motives (e.g. a specific calling, a religious duty, etc.) and extrinsic motives (e.g. compensation, career advancement, etc.) have on the acceptance, outcome and repetition of these assignments?

•       Danger and risk – individual outcomes: How do individuals cope with dangerous international assignments, related to different aspects such as decision-making, family, work-life interface, work identity, compensation, career implications etc.? What are the differences in the underlying psychological processes, such as adjustment, commitment (organizational and occupational), and satisfaction of the workers in dangerous international assignments?

•       Danger and risk – beyond the individual: How do family members handle the separation or the move into dangerous settings? What are the social networks established in the dangerous host location? How do individuals and/or family members cope, over the short and long-term, with extreme outcomes, such as injury, illness, burnout, disability, or death?

•       Danger and risk – organizational policies and practices: What are an organization’s reasons to assign people in dangerous locations? What are the human resource management policies and practices aimed to attract, select, and prepare people for dangerous international assignments? What are the challenges associated with multiple reassignments? What are the main hardship policies and practices in view of accident, illness, death, kidnapping etc.? To what extent can for-profit organizations and multinational corporations (MNCs) learn from the organizational policies and practices of the non-profit organizations (NPO’s) operating in dangerous and extreme contexts?

•       Danger and risk – the role of the employer: What is the organization’s ethical responsibility and under which conditions should assignments be terminated or not initiated in the first place? What is the employer’s duty of care required by law and social responsibility? How can employers guarantee safety for employees?

 

Submission Process and Timeline

To be considered for the special issue, manuscripts must be submitted no later than 30 November, 2016, 5:00pm Central European Time. Papers may be submitted prior to this deadline as well. Submitted papers will undergo a double-blind peer review process and will be evaluated by at least two reviewers and a special issue editor. The final acceptance is dependent on the review team’s judgments of the paper’s contribution on four key dimensions:

(1)   Theoretical contribution: Does the article offer novel and innovative insights or meaningfully extend existing theory in the field of global mobility?

(2)   Empirical contribution: Does the article offer novel findings and are the study design, data analysis, and results rigorous and appropriate in testing the hypotheses or research questions?

(3)   Practical contribution: Does the article contribute to the improved management of global mobility? 

(4)   Contribution to the special issue topic.

 

Authors should prepare their manuscripts for blind review according to the Journal of Global Mobility author guidelines, available at www.emeraldinsight.com/jgm.htm. Please remove any information that may potentially reveal the identity of the authors to the reviewers. Manuscripts should be submitted electronically at: http://mc.manuscriptcentral.com/jgmob. For enquiries regarding the special issue please contact any of the three Guest Editors, Luisa Pinto, at lhpinto@fep.up.pt; Benjamin Bader, at benjamin.bader@leuphana.de and Tassilo Schuster, at tassilo.schuster@fau.de.

 

References

Al Ariss, A., Koall, I., Mustafa, Ö. and Vesa, S. (2013), 'Careers of skilled migrants', Journal of Management Development, Vol. 32 No. 2, pp. 148-151.

Bader, B. and Berg, N. (2013), ‘An empirical investigation of terrorism-induced stress on expatriate attitudes and performance’, Journal of International Management, Vol. 19 No. 2, pp. 163-175.

Bader, B. and Schuster, T. (2015), 'Expatriate Social Networks in Terrorism-Endangered Countries: An Empirical Analysis in Afghanistan, India, Pakistan, and Saudi Arabia', Journal of International Management, Vol. 21 No. 1, pp. 63-77.

Bader, B., Schuster, T. and Dickmann, M. (2015), 'Special issue of International Journal of Human Resource Management: Danger and risk as challenges for HRM: how to manage people in hostile environments', The International Journal of Human Resource Management, Vol. 26 No.15, pp. 2015-2017.

Cerdin, J. L., Diné, M. A. and Brewster, C. (2014), 'Qualified immigrants’ success: Exploring the motivation to migrate and to integrate', Journal of International Business Studies, Vol. 45 No. 2, pp. 151–168.

Doherty, N., Dickmann, M. and Mills, T. (2011), 'Exploring the motives of company-backed and self-initiated expatriates', The International Journal of Human Resource Management, Vol. 22 No. 3, pp. 595-611.

Feinstein, A., Owen, J. and Blair, N. (2002), 'A Hazardous Profession: War, Journalists, and Psychopathology', American Journal of Psychiatry, Vol. 159 No. 9, pp. 1570-1575.

Fisher, K., Hutchings, K. and Pinto, L. H. (2015), 'Pioneers across war zones: The lived acculturation experiences of US female military expatriates', International Journal of Intercultural Relations, Vol. 49, pp. 265–277.

Froese, F. J. and Peltokorpi, V. (2013), 'Organizational expatriates and self-initiated expatriates: differences in cross-cultural adjustment and job satisfaction', The International Journal of Human Resource Management, Vol. 24 No.10, pp. 1953-1967.

Hippler, T. (2009), 'Why do they go? Empirical evidence of employees' motives for seeking or accepting relocation', The International Journal of Human Resource Management, Vol. 20 No. 6, pp. 1381 - 1401.

Mayrhofer, W. and Reiche, S. B., (2014), ’Guest editorial: context and global mobility: diverse global work arrangements’, Journal of Global Mobility, Vol. 2 No. 2.

OECD (2015), International Migration Outlook 2015. Paris: OECD Publishing.

Reade, C. and Lee, H. J. (2012), ‘Organizational Commitment in Time of War: Assessing the Impact and Attenuation of Employee Sensitivity to Ethnopolitical Conflict’, Journal of International Management, Vol. 18 No. 1, pp. 85–101.

Selmer, J. and Lauring, J. (2011), 'Acquired demographics and reasons to relocate among self-initiated expatriates', The International Journal of Human Resource Management, Vol. 22 No. 10, pp. 2055-2070.

Shaffer, M. A., Kraimer, M. L., Chen, Y. P. and Bolino, M. C. (2012), 'Choices, Challenges, and Career Consequences of Global Work Experiences', Journal of Management, Vol. 38 No. 4, pp. 1282-1327.

The Darden Case Studies from the Darden School of Business at the University of Virginia provide an extensive selection of educational tools. The cases are searchable by title, author, case number, topic, or keyword. There is also a limited selection of cases available for previewing in full-text.

Business Administration Certificate: Emphasis in International Business 

Deakin Business School (DBS) has an opening at the Professor/Associate Professor level in entrepreneurship/strategy starting in 2017.

The Deakin Business School comprises six academic departments focusing on a comprehensive range of business and economic disciplines: accounting, economics, finance, information systems and business analytics, management, and marketing.

DEPARTMENT OF MANAGEMENT

The Department of Management comprises 45 academic staff with research and teaching strengths that span several core sub-disciplines: organisational behavior, leadership, management education, human resource management and industrial relations, international business, strategy, arts and cultural management and sport management. Staff in the department have research expertise in all the areas above and contribute in undergraduate and postgraduate teaching with significant contributions in the highly ranked online MBA program. The Department has undergone a period of renewal and is now looking for an outstanding scholar in the entrepreneurship / strategy area.

The successful candidate will provide outstanding academic leadership and scholarship in the development of teaching, research and community engagement activities in the entrepreneurship/strategy area.  S/he will contribute to the promotion, nationally and internationally, of the Department’s distinctive contribution to higher education and engage in research of the highest quality, evidenced by an exemplary research record in journal publications, the generation of competitive research income and supervision of higher degree

APPOINTMENT CONDITIONS AND REMUNERATION

The appointment will be made to tenured Professor or Associate Professor position.  Appointment will be subject to a probationary period of (3) three years.

An attractive remuneration package is offered. Salary will be commensurate with qualifications, experience and research record.

Relocation support may also be available.

APPLICATION AND MORE INFORMATION:

For more information about Deakin Business School and the Department of Management please go to: www.deakin.edu.au

For information about the position, please contact Professor Amanda Pyman , Head of  Department of Management at: amanda.pyman@deakin.edu.au

On-line applications close on Sunday 27 August 2017. For applications, please go to:

deakin.edu.au/about-deakin/careers-at-deakin/your-opportunity

The University of Michigan - Flint invites nominations and applications for the position of Dean of the School of Management. Established in 1975, the School of Management (SOM) is the oldest professional school on the Flint campus. The School has 21 full-time faculty and 9 staff. The School enrolls nearly 900 undergraduate students, offering degrees in accounting, finance, general business, international business, and management (with tracks in entrepreneurship, human resource management and operations management). In addition, the School of Management enrolls approximately 192 MBA students in two different modes of delivery, a traditional program and the innovative NetPlus! mixed-mode program. The MBA program offers degrees in accounting, computer information system, finance, health care management, lean manufacturing, marketing and organizational leadership. A Masters in Accounting is planned to be implemented in Fall 2012.

The Dean of the School of Management reports to the Provost and is responsible for the overall academic, administrative, and fiscal leadership of the School. Responsibilities will include: advancing the shared vision, mission, and core values of the School of Management; promoting excellence in teaching, research and engaged service among School faculty and staff; developing external relationships and fundraising opportunities in support of the School’s programs. The dean will manage a budget of $5.1 million. In addition, the dean will be expected to actively participate in the community and increase the visibility of the School, and collaborate with the other Academic Deans in order to achieve the academic mission of the University.

The successful candidate will possess a proven commitment to student success and lifelong learning, along with good character and high integrity. He or she will have a strong commitment to shared governance and collaborative decision-making and have significant academic experience and/or exceptional equivalent business experience. The Dean will have proven leadership, including the presence, energy, insight and commitment needed to shape the School’s future, a willingness to work collaboratively with faculty and staff in a diverse, cross-disciplinary environment, and a demonstrated ability to obtain external resources and funding. The Dean should have a strong commitment to intellectual inquiry and high standards for research and teaching along with excellent communication skills. The Dean should have demonstrated commitment to working with culturally diverse communities, providing appropriate programs, and recruiting and retaining diverse students and faculty, and a commitment to maintaining AACSB-International accreditation. In addition, the successful candidate should have a commitment to global business education along with an understanding of working collaboratively with faculty within a cross-disciplinary school, and finally, an earned doctorate in a business or related discipline, with a record that warrants appointment as a tenured full professor is preferred.

This search will be conducted with the utmost respect for confidentiality. The School endeavors to have the Dean in place by July 1, 2012. Additional information regarding the University can be viewed on its website: http://www.umflint.edu and/or information regarding the School of Management can be viewed on their website: http://www.umflint.edu/som. Please submit nominations and expressions of interest, in confidence, to the School’s executive recruitment firm at UMFDean@wittkieffer.com. Confidential inquiries and questions concerning this search may be directed to Oliver B. Tomlin, III at 215-568-2160. The University of Michigan-Flint is a Non-Discriminatory, Equal Opportunity/ Affirmative Action Employer.

Special Guest Editors:

 

Submission window: January 2 - February 29, 2024

Submission deadline: February 29, 2024

Tentative publication date: Spring 2026

Related tracks: International Business; CSR and Business Ethics

 

Motivation for the Special Issue

This Special Issue focuses on the importance of political institutions, such as democratic and autocratic beliefs, and examines their impact on international business (IB). The traditional definition of democracy refers to a political system characterized by “free and fair elections, adult suffrage, protection of civil liberties, and few non-elected tutelary authorities (e.g., militaries, monarchies, religious bodies)” (Filippaios, Annan-Diab, Hermidas, & Theodoraki, 2019: 1104). Under democratic governance, political governance risks can be reduced, and multinational corporations (MNCs) can benefit from democracy. In this sense, because “a true democracy” can strongly protect political rights and civil liberties (Levitsky & Way, 2010), politically transparent and democratic host countries can attract MNCs from democratic home countries (Filippaios et al., 2019).

 

However, the intersection of the phenomenon of democracy and international business (IB) remains a conceptual, theoretical, and empirical research gap in the IB field except for a few papers (e.g., Arregle, Miller, Hitt, & Beamish, 2013; Filippaios et al., 2019). In leading management and IB journals, few studies have dealt with democracy in the business/management context from an IB perspective (c.f., Stratu-Strelet et al., 2023). Furthermore, among these few studies, only two papers have dealt with democracy and IB directly (Arregle et al., 2013; Filippaios et al., 2019). Within the broader fields of political science and economics, the relationship between democracy, political risk, and international trade has been examined, but few discussions have pertained to the level of international firms, such as MNCs or small international firms (e.g., global firms), and managerial decision-making. However, democratization plays a vital role for companies when deciding on the modus operandi for their foreign investment (As-Saber et al., 2001). In addition, democratization can leverage prosperity and free trade, which rely on the institutional determinants of both international and local micro- and macroeconomic mechanisms and interest group rivalry (Henisz & Mansfield, 2006). This research gap implies interesting avenues for further research, including examining firms in the context of less-developed, emerging markets and transition economies where “low intensity” democratic or autocratic political regimes prevail, which influences MNCs’ operations and globalization (Youngs, 2004).

 

To address this gap, this Special Issue aims to contribute to an interdisciplinary and heterogenous understanding of the role of democracy in the IB. Democracy is a socially important and relevant topic through which the IB can offer novel contributions with the broader goal of progress towards a better and socially more equitable world. For example, the literature on international political economy has examined the association between democratic governance and the degree of democracy in host countries (Asiedu & Lien, 2011; Greider, 1998; Ursprung & Harms, 2001), with conflicting results. Some studies have found that MNCs undertake FDI more in host countries where democratic governance prevails (McGuire & Olson, 1996; Ursprung & Harms, 2001). On the other hand, previous studies have revealed a negative association between MNCs’ FDI and democracies in host countries (Greider, 1998; Wintrobe, 1998) or even a non-linear association between them (Adam & Filippaios, 2007; Asiedu & Lien, 2011). Hence, all these studies are predominantly based on an international political economy perspective, and there is no clear conclusion. In addition, there has been limited exchange between the fields of international political economy and IB in translating the findings to the level of specific critical decisions for international firm managers. There is a need to bring interdisciplinary theorizing (from economics, political science, public administrative science, sociology, and psychology) to the field of IB in an integrative manner, with a focus on different types of international firms, their managers, employees, and stakeholders. Moreover, we encourage research that pursues creative or innovative ways of operationalizing democracy and democratic governance to capture its multiple dimensions.

 

Submissions should offer explicit and new theoretical contributions(s) but can build on relevant theoretical perspectives. It is crucial to employ a theoretical framework to link democracy—as a broader, cross-disciplinary field of interest—and IB to develop novel theoretical insights and contributions that can benefit decision-making in international firms.

 

We encourage multidisciplinary approaches and multilevel research designs. Researchers can study democracy in the IB context based on various data sources. For example, to investigate the impact of the political democracy of host countries and geographic regions on MNCs’ location selection, Arregle et al. (2013) used a composite index based on factor analysis on datasets from multiple data sources, such as Freedom House’s annual survey of political rights and civil liberties and the Political Constraint Index (POLCON) dataset (Henisz, 2000). To explore the impact of a host country’s political governance (democratic vs. autocratic regimes) on its attractiveness to MNCs, Filippaios et al. (2019) measured political governance (a composite index on the spectrum of democratic and autocratic regimes) based on Polity IV and civil liberties suppression based on Freedom House. In addition, research can utilize content analysis based on Internet searches, newspapers, magazines, academic journals, and surveys. Furthermore, qualitative research based on field research and interviews can offer unique insights into these phenomena.

 

Specific Focus of the Special Issue

Given the understudied research gap on the effects of democracy on IB and vice versa, as well as the related organizational outcomes and interaction effects, the themes of this call for papers are purposefully very wide. We offer the following areas and research questions as illustrative examples rather than an exhaustive list:

 

1. Democratic vs. autocratic political governance and organizations  

  • What are the effects of different dimensions of democracy on organizational processes across borders (e.g., international corporate social responsibility, international knowledge flows and spillovers, internationalization process and entry mode decisions, location selections, and so on) (Ursprung & Harms, 2001)?
  • What are the relationships between institutions, political rights, civil liberties, and FDI outflows and inflows?
  • How does human capital moderate the relationship between civil liberties and FDI motives?
  • What is the relationship between global CSR practices and democracy? What are their implications on the behaviors of MNCs (Wettstein, Giuliani, Santangelo, & Stahl, 2019)? How do institutional voids in home countries of emerging market MNCs allow them to decouple CSR from their implementations (Tashman, Marano, & Kostova, 2018)?

 

2. Democracy vs. autocracy and global value chains, digitalization, environmental disruptions, institutions, and non-market strategy

  • How do democracy and autocracy affect global value chains? What are their implications for the regionalization and localization of global value chains currently? What are the implications of this agenda for globalization/de-globalization and IB?
  • How do digitalization and the fourth industrial revolution affect the relationship between democracy and MNCs’ FDI?
  • How does democracy vs. autocracy affect the non-market strategies of MNCs? How do lobbying, bribery, corruption, and political connections affect MNCs’ FDI decisions and entry modes, as well as globalization/de-globalization?
  • How do formal institutions and societal trust relate to democracy and IB (Gaur, Pattnaik, Singh, & Lee, 2022)?

 

3. Research across levels of analysis

Democracy can be conceptualized at various levels, such as the supranational, regional, national, corporate, subsidiary, functional area, team, or individual levels of analysis, as well. The examples are as follows:

  • From the push-and-pull forces perspective, how does the home country’s political democracy influence the internationalization of an MNC in a host country (Arregle et al., 2013)? How does the host country’s “region-relative” political democracy influence the internationalization of an MNC (Arregle et al., 2013)?
  • How can organizations maintain democratic rules across their overseas subsidiaries or operational locations to obtain social outcomes or create global efficiency and outcomes?
  • How do advanced vs. emerging economies-based business groups differ in their emphasis on human rights or labor rights, and what are the implications for IB? How do different types of business groups (i.e., widely held, state-owned, and family owned) (Cuervo-Cazurra, 2006) affect MNCs’ human or labor rights orientation?
  • How do organizations deal with human rights or labor rights across their global units (headquarters, regional headquarters, and subsidiaries), functions, or teams?
  • How do entrepreneurs maintain the rule of human rights or labor rights when they expand their start-ups to the global markets? How do MNC CEOs or senior managers maintain human rights or labor rights for their employees in local subsidiaries, especially in the context of weak institutions?

 

Paper Development Workshop Conference and Symposium

To help authors further improve their papers, we will organize a paper development workshop conference during the summer of 2024. We invite the authors of papers that receive the decision to revise and resubmit their papers, but participation in the workshop is not a condition for the acceptance of a paper for the Special Issue. This opportunity allows these authors to receive constructive feedback from well-reputed journal editors, discussants, and conference participants, and can support these authors in strengthening and improving their manuscripts.

 

In addition, we plan to hold a symposium at a major academic conference in 2026 for papers selected for acceptance in our special issue to increase their visibility and impact.

 

Submission Process and Deadlines

All manuscripts will be reviewed as cohorts in this Special Issue.  Manuscripts must be submitted between January 2 – February 29, 2024, at https://www.editorialmanager.com/jobr. All submissions will go through the JBR regular double-blind review process and follow the standard norms and processes.

For more information on this call for a paper, please contact the Special Issue Editors.

Submission window: February 1st - September 30, 2024 

Tentative publication date: Spring 2026

Related tracks: International Business; CSR and Business Ethics

Motivation for the Special Issue

This Special Issue focuses on the importance of political institutions, such as democratic and autocratic beliefs, and examines their impact on international business (IB). The traditional definition of democracy refers to a political system characterized by “free and fair elections, adult suffrage, protection of civil liberties, and few non-elected tutelary authorities (e.g., militaries, monarchies, religious bodies)” (Filippaios, Annan-Diab, Hermidas, & Theodoraki, 2019: 1104). Under democratic governance, political governance risks can be reduced, and multinational corporations (MNCs) can benefit from democracy. In this sense, because “a true democracy” can strongly protect political rights and civil liberties (Levitsky & Way, 2010), politically transparent and democratic host countries can attract MNCs from democratic home countries (Filippaios et al., 2019).

However, the intersection of the phenomenon of democracy and international business (IB) remains a conceptual, theoretical, and empirical research gap in the IB field except for a few papers (e.g., Arregle, Miller, Hitt, & Beamish, 2013; Filippaios et al., 2019). In leading management and IB journals, few studies have dealt with democracy in the business/management context from an IB perspective (c.f., Stratu-Strelet et al., 2023). Furthermore, among these few studies, only two papers have dealt with democracy and IB directly (Arregle et al., 2013; Filippaios et al., 2019). Within the broader fields of political science and economics, the relationship between democracy, political risk, and international trade has been examined, but few discussions have pertained to the level of international firms, such as MNCs or small international firms (e.g., global firms), and managerial decision-making. However, democratization plays a vital role for companies when deciding on the modus operandi for their foreign investment (As-Saber et al., 2001). In addition, democratization can leverage prosperity and free trade, which rely on the institutional determinants of both international and local micro- and macroeconomic mechanisms and interest group rivalry (Henisz & Mansfield, 2006). This research gap implies interesting avenues for further research, including examining firms in the context of less-developed, emerging markets and transition economies where “low intensity” democratic or autocratic political regimes prevail, which influences MNCs’ operations and globalization (Youngs, 2004).

To address this gap, this Special Issue aims to contribute to an interdisciplinary and heterogenous understanding of the role of democracy in the IB. Democracy is a socially important and relevant topic through which the IB can offer novel contributions with the broader goal of progress towards a better and socially more equitable world. For example, the literature on international political economy has examined the association between democratic governance and the degree of democracy in host countries (Asiedu & Lien, 2011; Greider, 1998; Ursprung & Harms, 2001), with conflicting results. Some studies have found that MNCs undertake FDI more in host countries where democratic governance prevails (McGuire & Olson, 1996; Ursprung & Harms, 2001). On the other hand, previous studies have revealed a negative association between MNCs’ FDI and democracies in host countries (Greider, 1998; Wintrobe, 1998) or even a non-linear association between them (Adam & Filippaios, 2007; Asiedu & Lien, 2011). Hence, all these studies are predominantly based on an international political economy perspective, and there is no clear conclusion. In addition, there has been limited exchange between the fields of international political economy and IB in translating the findings to the level of specific critical decisions for international firm managers. There is a need to bring interdisciplinary theorizing (from economics, political science, public administrative science, sociology, and psychology) to the field of IB in an integrative manner, with a focus on different types of international firms, their managers, employees, and stakeholders. Moreover, we encourage research that pursues creative or innovative ways of operationalizing democracy and democratic governance to capture its multiple dimensions. 

Submissions should offer explicit and new theoretical contributions(s) but can build on relevant theoretical perspectives. It is crucial to employ a theoretical framework to link democracy—as a broader, cross-disciplinary field of interest—and IB to develop novel theoretical insights and contributions that can benefit decision-making in international firms.

We encourage multidisciplinary approaches and multilevel research designs. Researchers can study democracy in the IB context based on various data sources. For example, to investigate the impact of the political democracy of host countries and geographic regions on MNCs’ location selection, Arregle et al. (2013) used a composite index based on factor analysis on datasets from multiple data sources, such as Freedom House’s annual survey of political rights and civil liberties and the Political Constraint Index (POLCON) dataset (Henisz, 2000). To explore the impact of a host country’s political governance (democratic vs. autocratic regimes) on its attractiveness to MNCs, Filippaios et al. (2019) measured political governance (a composite index on the spectrum of democratic and autocratic regimes) based on Polity IV and civil liberties suppression based on Freedom House. In addition, research can utilize content analysis based on Internet searches, newspapers, magazines, academic journals, and surveys. Furthermore, qualitative research based on field research and interviews can offer unique insights into these phenomena. 

Specific Focus of the Special Issue 

Given the understudied research gap on the effects of democracy on IB and vice versa, as well as the related organizational outcomes and interaction effects, the themes of this call for papers are purposefully very wide. We offer the following areas and research questions as illustrative examples rather than an exhaustive list:

1. Democratic vs. autocratic political governance and organizations  

  • What are the effects of different dimensions of democracy on organizational processes across borders (e.g., international corporate social responsibility, international knowledge flows and spillovers, internationalization process and entry mode decisions, location selections, and so on) (Ursprung & Harms, 2001)?
  • What are the relationships between institutions, political rights, civil liberties, and FDI outflows and inflows? 
  • How does human capital moderate the relationship between civil liberties and FDI motives?
  • What is the relationship between global CSR practices and democracy? What are their implications on the behaviors of MNCs (Wettstein, Giuliani, Santangelo, & Stahl, 2019)? How do institutional voids in home countries of emerging market MNCs allow them to decouple CSR from their implementations (Tashman, Marano, & Kostova, 2018)
  • What are the repercussions of well-established economic institutions and protection laws in home and host countries to attract FDI inflows (Wong, 2016)

2. Democracy vs. autocracy and global value chains, digitalization, environmental disruptions, institutions, and non-market strategy

  • How do democracy and autocracy affect global value chains? What are their implications for the regionalization and localization of global value chains currently? What are the implications of this agenda for globalization/de-globalization and IB?
  • How do digitalization and the fourth industrial revolution affect the relationship between democracy and MNCs’ FDI? 
  • How does democracy vs. autocracy affect the non-market strategies of MNCs? How do lobbying, bribery, corruption, and political connections affect MNCs’ FDI decisions and entry modes, as well as globalization/de-globalization?
  • How do formal institutions and societal trust relate to democracy and IB (Gaur, Pattnaik, Singh, & Lee, 2022)?

3. Research across levels of analysis

Democracy can be conceptualized at various levels, such as the supranational, regional, national, corporate, subsidiary, functional area, team, or individual levels of analysis, as well. The examples are as follows:

  • From the push-and-pull forces perspective, how does the home country’s political democracy influence the internationalization of an MNC in a host country (Arregle et al., 2013)? How does the host country’s “region-relative” political democracy influence the internationalization of an MNC (Arregle et al., 2013)?
  • How can organizations maintain democratic rules across their overseas subsidiaries or operational locations to obtain social outcomes or create global efficiency and outcomes?
  • How do advanced vs. emerging economies-based business groups differ in their emphasis on human rights or labor rights, and what are the implications for IB? How do different types of business groups (i.e., widely held, state-owned, and family owned) (Cuervo-Cazurra, 2006) affect MNCs’ human or labor rights orientation?
  • How do organizations deal with human rights or labor rights across their global units (headquarters, regional headquarters, and subsidiaries), functions, or teams?
  • How do entrepreneurs maintain the rule of human rights or labor rights when they expand their start-ups to the global markets? How do MNC CEOs or senior managers maintain human rights or labor rights for their employees in local subsidiaries, especially in the context of weak institutions? 

Paper Development Workshop Conference and Symposium

To help authors further improve their papers, we will organize a paper development workshop conference during February of 2025. We invite the authors of papers that receive the decision to revise and resubmit their papers, but participation in the workshop is not a condition for the acceptance of a paper for the Special Issue. This opportunity allows these authors to receive constructive feedback from well-reputed journal editors, discussants, and conference participants and can support these authors in strengthening and improving their manuscripts.

In addition, we plan to hold a symposium at a major academic conference in 2026 for papers selected for acceptance in our special issue to increase their visibility and impact.

Submission Process and Deadlines

All manuscripts will be reviewed as cohorts in this Special Issue.  Manuscripts must be submitted between February 1st and September 30, 2024, at https://www.editorialmanager.com/jobr. All submissions will go through the JBR regular double-blind review process and follow the standard norms and processes.

For more information on this call for a paper, please contact the Special Issue Editors.

Design Management Institute (DMI) case studies examine the roles that design and design management play in business success. These cases focus on the understanding of how companies manage their design resources; how design relates to functions like engineering, marketing, manufacturing, and corporate communications; and how design decisions affect facets of an organization. The collection includes cases sold by DMI as well as cases sold by Harvard Business School.

The Department of International Business and Management (INBM) at Dickinson College seeks a candidate to fill a tenure-track assistant professor of finance position starting in autumn semester 2022.

Dickinson is a highly selective four-year liberal arts college with 2300 students. The campus is in Carlisle, PA, a 20-minute drive west of the state capitol Harrisburg and a two-hour drive from Baltimore, Washington DC and Philadelphia. The INBM Department has a distinctive curriculum that draws upon and contributes to Dickinson’s core competencies in global education, interdisciplinary studies, sustainability, and community engagement. Each year, roughly ten percent of the senior class graduate with a major in INBM, making it the College’s most popular program.

The successful candidate will handle a five-course teaching load each academic year. Each year, the candidate will be asked to share responsibility for teaching the 200-level core course Finance; and to teach at least one elective business-related course based on his/her own research and teaching interest. From year to year, the candidate will also be asked to teach either the 100-level core course Fundamentals of Business or the 400-level Senior Seminar in International Business Strategy based on the need of the department. Starting in the second year of employment, the candidate will be expected to advise students and to engage in other forms of service to the Department and the College. Candidates must either currently hold or be on track to earn a doctorate or other terminal degree by autumn 2022 in the field of finance, who can fulfil the above-mentioned teaching obligations.

The College is committed to building an inclusive and diverse faculty, administrative staff, and student body. Thus, we in the Department encourage applications from all qualified candidates. Given the commitment of the College, the successful candidate must have the ability to create inclusive learning environments for an increasingly diverse student body.

Candidates should provide a letter of application that includes a statement about teaching philosophy and research interests; a curriculum vitae; a graduate transcript; three letters of recommendation, and for those with teaching experience, sample syllabi and teaching evaluations. Interested candidates should apply for this position electronically by January 15, 2022, via QUEST (online application system) at https://jobs.dickinson.edu. Meanwhile, applications will be reviewed as they are received. During the review process, Department members will interview those applicants who appear to be a good fit for the position via Zoom-based conference call. The Department will invite the three finalist candidates to visit campus in February 2022 to meet Department members and Senior Administrators, provide a research talk, and offer a lecture to students.

Are you interested in contributing a chapter to a new book project titled Digital Entrepreneurship and the Global Economy (Routledge, 2023)?

Digital entrepreneurship refers to business activities in the digital media and information and information and communication technologies. It encompasses entrepreneurial pursuits in areas such as artificial intelligence, blockchain, internet of things, and augmented reality among many others. The digital economy is expected to bring about $60 Trillion in revenue by 2025.  

Drawing from international contributors from different countries, the book aims to be a key resource on digital entrepreneurship within an international context. The intended audience will be academics, corporate leaders, entrepreneurs, government leaders, consultants and policy makers worldwide.  

In this book project, I am gathering academics, scholars and thought leaders from around the world to provide their perspective on digital entrepreneurship.  

Potential chapter topics are shown below:   

   Chapter                                 Title                                                Word Count    

 

Chapter 1  

Introduction: digital entrepreneurship in a global context 

4000 

Chapter 2 

Understanding digital entrepreneurship 

4000 

Chapter 3 

Challenges in digital entrepreneurship 

4000 

Chapter 4 

Opportunities in digital entrepreneurship 

4000 

Chapter 5 

Digital entrepreneurship in small ventures and start-ups 

4000 

Chapter 6 

Corporate digital entrepreneurship  

4000 

Chapter 7 

Digital entrepreneurship and its local and international ecosystem 

4000 

Chapter 8 

Digital entrepreneurship and policy formation  

4000 

Chapter 9 

The future of digital entrepreneurship in a global economy 

4000 

Chapter 10 

Conclusion  

4000 

 

 

A country or international angle on the above topics is highly recommended. Proposals for topics outside of the above list may be accepted, provided that there is a compelling rationale behind it.  Chapter contributors will have over a year to complete their chapters. Chapter due date is July 15, 2022.   

If you are interested in contributing a chapter, kindly submit the following to me via email in one MS Word file on or before March 15, 2021 : 1) Proposed title from the list of chapters above or an alternative topic, 2) 3 sentence abstract, 3) 3 sentence bio of chapter contributor(s).  

   

I look forward to hearing from you, and in working together to advance knowledge of digital entrepreneurship within an international context.  
 

Dr. J. Mark Munoz  

Professor, Management and International Business  

Dwayne Andreas Endowed Professor of Business, Millikin University  

Tel Nos (217) 433-1425  

Email : jmunoz@millikin.edu  



 

Dr. J. Mark Munoz is currently co-editing a book with Drs. Alka Maurya, Loveleen Gaur and Gurinder Singh titled “Disruptive Technologies and International Business: Challenges and Opportunities for Emerging Markets” (DeGruyter, 2022). Might you be interested in contributing a chapter?  

This book project is very relevant to the AIB community for the following reasons: 1) it has an international business theme, 2) it underscores the importance of disruptive technologies in today’s global business environment, 3) it promotes collaboration of scholarship across countries, 4) it provides an opportunity for scholars and researchers to showcase their work to a global audience, and 5) it helps advance the understanding of the challenges and opportunities relating to disruptive technologies in emerging markets.  

Various disruptive technologies are reshaping organizations and impacting economies worldwide. Drawing from international contributors from different countries, the book aims to be a key resource on disruptive technologies and international business. The intended audience will be academics, corporate leaders, entrepreneurs, government leaders, consultants and policy makers worldwide. 

In this book project, we are gathering academics, scholars and thought leaders from around the world to provide their perspective of disruptive technologies: 

Potential chapter topics are shown below:  

   Chapter                                                                        Title                                                                                                        Word Count 

New age technologies and disruption of globalization 

7,000 – 10,000  

Smart contracts and international business 

7,000 – 10,000 

Technologies, factories of the future and innovation districts: The socio-spatial reorganization of international business 

7,000 – 10,000 

IoT, smart cities and international business 

7,000 – 10,000 

3D printing and international business 

7,000 – 10,000 

Block chain and payment in international business 

7,000 – 10,000 

Block chain and global value chains 

7,000 – 10,000 

Block chain and documentation in international business 

7,000 – 10,000 

New divisions of labor under Industry 4.0 

7,000 – 10,000 

10 

E-business and international trade 

7,000 – 10,000 

11 

Digital marketing and globalization 

7,000 – 10,000 

12 

Managing business in the era of digital disruption; Unleashing the next wave of innovation 

7,000 – 10,000 

  

Proposals for topics outside of the above list may be accepted, provided that there is a compelling rationale behind it. 

Chapter contributors will have over a year to complete their chapters. Chapter due date is May 15, 2021.  

If you are interested in contributing a chapter, kindly submit the following to jmunoz@millikin.edu  in one MS Word file on or before Feb 15, 2021 : 1) Proposed title from the list of chapters above or an alternative topic, 2) 3 sentence abstract, 3) 3 sentence bio of chapter contributor(s). 

Divergence, Convergence, or Crossvergence in International Human Resource Management

Human Resource Management Review (HRMR) announces a call for papers for a special issue on “Divergence, Convergence, or Crossvergence in International Human Resource Management”.

The special issue is edited by Professor Akram Al Ariss (Université de Toulouse, Toulouse Business School) and Professor Yusuf Sidani (American University of Beirut, Olayan Business School).

a.alariss@tbs-education.fr

ys01@aub.edu.lb

Whether organizations and their HR practices are converging—becoming more similar—(convergence theory) or diverging in their practices (divergence theory) is a matter of intense scholarly interest. In their award-winning paper about values evolution, Ralston et al. (1993; 1997), proposed the crossvergence theory of values evolution. This perspective marked a departure from the traditional convergence/divergence theory of values formation. The convergence theory posited that values develop in sync with the prevailing technology in a particular society given the impact of technological development on other educational and institutional structures. As societies become more similar to one another in terms of industrialization and use of technology, values will eventually converge to Western capitalism, given that this is where most industrialization has traditionally occurred (Ralston, 2008). The divergence theory, on the other hand, argues that the socio-cultural influences are typically the prevailing forces that lead societal members to adopt specific values irrespective of other external drivers. The crossvergence theory argues instead that it is in fact a combination of sociocultural forces as well as “business ideology influences” that is the major force behind the formation of value systems. A similar term that has been coined in HR research is the “bounded convergence” perspective, which argues that HRM practices sometimes pursue hybrid models of HR (Zhang, 2012). 

Congruent to the above, this CFP invites scholars to explore these ideas in the realm of HR practices. To what extent do HR practices converge in line with what may be considered best practices in that regard, which are mainly developed in Western societies? Or is it the case that in any given society, sociocultural practices particular to that society have more impact in determining that society’s HR practices? Or are we instead witnessing a realization of the crossvergence theory, wherein a combination of factors molds HR practices. The crossvergence theory, as far as HR practices are concerned, has been understudied in HR scholarship. From the papers we are calling for, we would like to build an understanding of the trends of convergence/divergence/crossvergence of HRM processes and systems. Earlier HR research seems to be hinting at crossvergence in certain areas. Sidani and Al Ariss (2013), for example, suggest that MNCs operate in such a way that certain practices converge (given their global usage) while other practices diverge (given local contexts) thus leaning toward a crossvergence perspective. Brewster, Wood, and Brookes (2008) also find evidence of both similarities and differences in IHRM practices.  Brewster (2004) presents what he terms as “European perspectives on human resource management” suggesting the existence of institutional and cultural factors that do not conform to a pure convergence theory. Likewise, Rowley and Benson (2002) explore the difficulties and challenges facing HRM convergence theory in the Asian context (please refer to the SI in HRMR about the Chinese context, Zhang, 2012). Other contributions to HRMR also explore the existence of country/region-specific HR practices (for example Gooderham & Nordhaug, 2011; Huo, Huang, & Napier, 2002; Mayrhofer, Brewster, Morley, & Ledolter, 2011; Morley, 2004). The questions that we ask in this SI cover issues including to what extent we have a global HRM versus region-specific model of HR (North American model, European model, Asian model, Middle Eastern model, Nordic model, etc.)? Where do these systems meet and where do they part both in theory and in practice? In this special issue, we are interested in discourses that are currently present in the English language in various parts of the world. We are also interested in under-represented regions of the world, such as the Asian, African, and Latin American contexts in addition to other world experiences. We encourage researchers whose work entails investigating work practices in non-Western contexts to share their perspectives of HRM within their own contexts. The idea is to attract papers addressing these issues at the micro (i.e., individual and group) level with openness to the macro (organizational and societal) levels of analysis.


Some relevant questions (non-exhaustive list) are as follows:

  1. Are the assumptions of HRM that we understand in the West applicable in other world regions? What are the major concepts, models, and theories of HRM in those non-Western contexts and how do these enrich our understanding of divergence/convergence/convergence perspectives?
  2. What are some of the comparative features of HRM systems in different parts of the world, and at different levels of analysis?  What does this tell us about HRM and allied fields (e.g. organizational behavior, industrial/organizational psychology, labor relations)?
  3. What are the roles of individuals, groups, organizations, and institutions in creating similar or different approaches to HRM?
  4. How is HRM practiced in countries where most of the major employers are large government affiliated employers?  What differences do we see in such contexts in areas such as personnel selection, compensation, performance appraisal, attraction and retention, training and development, among others?
  5. HRM in Western contexts assumes a certain level of ‘rule of law’. How are HRM processes understood at the individual, group, and organizational levels where the rule of law is deficient or barely existent?
  6. What key new trends in HRM can be identified as international/global (e.g. Global Talent Management)? How do such trends stimulate empirical research, as well as critical examination of existing concepts, models, and theories?
  7. What is the impact of national cultures in developing a specific understanding for the role of HRM? Should we expect that variances along such dimensions (i.e. Hofstede, GLOBE etc.) would be reflected in different HR systems?

Consistent with HRMR’s scope, conceptual and theoretical papers are welcomed (not empirical). Papers should be submitted according to the journal’s guidelines:

http://ees.elsevier.com/humres/

Deadlines:

15th September 2014: Submit abstracts (maximum 1000 words) to the guest-editors.

15th October 2014:      Invitations to submit full papers will be sent out.

15th April 2015:           Submission of full papers for refereeing.

15th May 2015:            Authors will receive feedback.

15th September 2015: Full papers with revisions will be due.

2016:                           Journal volume to be published.

REFERENCES

Brewster, C. (2004). European perspectives on human resource management. Human Resource Management Review14(4), 365-382.

Brewster, C., Wood, G., & Brookes, M. (2008). Similarity, isomorphism or duality? Recent survey evidence on the human resource management policies of multinational corporations. British Journal of Management19(4), 320-342.

Gooderham, P., & Nordhaug, O. (2011). One European model of HRM? Cranet empirical contributions. Human Resource Management Review21(1), 27-36.

Huo, Y. P., Huang, H. J., & Napier, N. K. (2002). Divergence or convergence: a cross‐national comparison of personnel selection practices. Human Resource Management41(1), 31-44.

Mayrhofer, W., Brewster, C., Morley, M. J., & Ledolter, J. (2011). Hearing a different drummer? Convergence of human resource management in Europe—A longitudinal analysis. Human Resource Management Review21(1), 50-67.

Morley, M. J. (2004). Contemporary debates in European human resource management: Context and content. Human Resource Management Review,14(4), 353-364.

Rowley, C., & Benson, J. (2002). Convergence and divergence in Asian human resource management. California Management Review44(2).

Ralston, D. A. (2008). The crossvergence perspective: Reflections and projections. Journal of International Business Studies39(1), 27-40.

Ralston, D. A., Holt, D. H., Terpstra, R. H., & Kai-Cheng, Y. (1997). The impact of national culture and economic ideology on managerial work values: A study of the United States, Russia, Japan, and China. Journal of International Business Studies, 177-207.

Ralston, D. A., Gustafson, D. J., Cheung, F. M., & Terpstra, R. H. (1993). Differences in managerial values: A study of US, Hong Kong and PRC managers. Journal of International Business Studies, 249-275.

Sidani, Y., & Al Ariss, A. (2013) Institutional and corporate drivers of global talent management: Evidence from the Arab Gulf region. Journal of World Business (2013), http://dx.doi.org/10.1016/j.jwb.2013.11.005.

Zhang, M. (2012). The development of human resource management in China: An overview. Human Resource Management Review22(3), 161-164.

Guest Editors: Professor Sanjoy Sircar, and Professor SK Shanthi, and Editorial Assistant: K. Srinivasa Reddy (ismo.special@gmail.com).

Key benefits to the authors: There is one best paper award, which will be awarded by the Guest Editors of this issue of ISMO. The forthcoming issue of International Studies of Management & Organization (Ranked “B” in ABDC Rankings and Indexed in Scopus) focuses on Diversification Strategy of Firms in Emerging Economies and its objective is to shed light on uncovered strategic decisions of emerging-market firms in the existing international business (IB) literature. The concept of diversification strategy has been significantly investigated in developed market enterprises (DMEs), and covered topics such as related and unrelated firm performance, motives behind international diversification and cultural aspects. Corporate diversification was found to improve shareholders value in the short-run and enhances firm value in the long-run (e.g. Erdorf et al. 2013; Purkayastha et al. 2012). However, does diversification offer extra returns to the shareholders and improve the firm’s value in firms in emerging-markets? What are the determinants (motives) of emerging-market firms' diversification choice? Does diversification strengthen the firm competitiveness? Most of the studies conclude that diversification is the choice of top-level management for maximizing firm value and shareholders premium. Thus, a recent review on corporate diversification and firm value by Erdorf et al. (2013) concluded that firm’s value is influenced by industry-specific and macroeconomic factors, and that those factors may vary for different organizations. They also suggest that diversified firms, as compared with focused firms, seem to have higher returns, and tend to acquire discounted business divisions. Conversely, it is also argued that there is a growing amount of academic research on various aspects of management in emerging markets but few scholars have studied diversification-strategy using fewer samples (e.g. Mishra and Akbar 2007). Therefore, this issue will bridge the existing knowledge gap and will add knowledge to the IB literature on corporate diversification and firm value, especially of firms in emerging economies. With this backdrop, the guest editors invite scholars to submit their papers on the following themes or other related issues.

The papers can be conceptual, empirical, and case-study based.

  • Diversification, learning and resource-seeking
  • Costs and benefits of diversification strategy
  • Diversification of state-owned, public and private enterprises
  • Diversification and group affiliation (e.g. Khanna and Palepu 2000)
  • Concentric diversification and firm performance
  • Conglomerate diversification and firm performance
  • Market expansion, product diversification and firm performance
  • Determinants of concentric vs. conglomerate diversification
  • Diversification announcements and shareholders value creation
  • Diversification of firms within emerging markets/developed, and comparison
  • Diversification of family-business enterprises
  • Diversification of small- and medium-sized enterprises
  • Private equity investments, acquisitions and diversification
  • Diversification and its effect on capital structure
  • Diversification and firm competitiveness
  • Diversification and corporate governance
  • Cross-border diversification strategies and firm performance (e.g. Donnelly 2013; Luo and Tung 2007)
  • Critical aspects and risks in corporate diversification
  • Comparative studies with reference to above themes

Case studies development and analysis (Single or Multi) Submission and Publication Information:

Submission of First Draft via e-mail: 30 April, 2014

First round review comments returned to authors: 30 September, 2014

Resubmission of First-round selected papers via e-mail: 31 December, 2014

Second round review comments returned to authors (If necessary): 28 February, 2015

Final Decision: 31 March, 2015 Number of papers: 4 to 6 papers

Submission guidelines: The papers should confer with the theme. It is advised that there is a greater interest in selecting papers, which are comparative, empirical and case-study based. The papers must be relevant to theory testing/development, and/or policy implications. Further, authors should submit their papers in structured format that includes abstract, introduction, literature review, methodology, results and discussions and conclusions. (http://www.mesharpe.com/journal_info/IMOcontrib_guidelines.pdf). Please do not hesitate to contact the Editorial Assistant for more information.

References: Donnelly, N. 2013. “The Emergence and Internationalization of Irish MNEs – Exploring “Small Country Effects.” International Studies of Management & Organization 43(1): 26-51. Erdorf, S.: T. Hartmann-Wendels: N. Heinrichs, and M. Matz. 2013. “Corporate Diversification and Firm Value: A Survey of Recent Literature.” Financial Markets and Portfolio Management 27(2): 187-215. Khanna, T., and K. Palepu. 2000. “Is Group Affiliation Profitable in Emerging Markets? An Analysis of Diversified Indian Business Groups.” Journal of Finance 55(2): 867-891. Luo, Y., and R. L. Tung. 2007. “International Expansion of Emerging Market Enterprises: A Spring Board Perspective.” Journal of International Business Studies 38(4): 481-498. Mishra, A., and M. Akbar. 2007. “Empirical Examination of Diversification Strategies in Business Groups: Evidence from Emerging Markets.” International Journal of Emerging Markets 2(1): 22-38. Purkayastha, S.: T. S., Manolova: and L. F. Edelman. 2012. “Diversification and Performance in Developed and Emerging Market Contexts: A Review of the Literature.” International Journal of Management Reviews 14(1): 18-38.

Diversity Abroad is an online resource that connects students with various study abroad programs and international internships. The site contains an expansive database of programs abroad which can be searched by program type, subject, and destination. Additionally, the site provides a number of resources such as how-to guides, destination guides, tips for living abroad, and information on financial aid and scholarships. 

Diversophy is a set of intercultural training games for several different countries, designed for teams of 3 to 8 people playing simultaneously. Players are tested on cultural facts and appropriate behavioral choices and have the chance to share their own background and experiences with diversity or intercultural challenges, get advice about the culture they are exploring, and explore the risks of living or working in a new environment or with people different from themselves. Training games are available for purchase on the site.

Special Issue Editors

Deadline for submission:  June 30, 2015

INTRODUCTION

Headquarters (HQ) activities have long been a subject of research in management, strategy, and international business. This research focuses on activities such as control and coordination of subunits, resource allocation, conflict resolution, the orchestration of innovations, and many more sometimes subsumed under the term “parenting” activities.

Interestingly, recent empirical evidence suggests that firms seem to use increasingly fine-grained and complex approaches to organize their HQ activities and they increasingly locate these activities abroad. For example, Desai (2009: 1284) formulates that we are now witnessing firms that are “Bermuda-incorporated, Paris-headquartered (...), listed on the NYSE [New York Stock Exchange] with US-style investor protections and disclosure rules, a chief information officer in Bangalore, a chief finance officer in Brussels and a chief operating officer in Beijing”. What seems to emerge is a picture where not only regular value chain activities are increasingly “disaggregated” and “dispersed” (cf. Contractor, Kumar, Kundu, and Pedersen, Journal of Management Studies Special Issue, 2010) but where this applies also to HQ activities.

Although much is known of individual HQ units (e.g. corporate HQs) and individual HQ activities, we believe that these recent trends have not been focused upon sufficiently in extant research. Furthermore, extant research is relatively silent regarding the overall structuring of HQ activities. In fact, much of the empirical and theoretical work in the past has used a relatively simple concept of the HQ frequently viewing it as a single, identifiable unit at the apex of the organization at one particular location. This work has produced very valuable insights but the assumption of the HQ as a single, identifiable unit located at one particular location seems to be increasingly at odds with reality.
What is the impact of relaxing this assumption for our theories that explain vertical relationships within firms, the way how hierarchy functions, and the way how responsibilities are distributed between headquarters and subunits? Given the trend towards more disaggregated and dispersed HQ activities we may suffer from a reductive fallacy that impairs our understanding of the way contemporary firms are managed.

The objective of this special issue is to address the lack of attention to such complex HQ configurations. The contributions we envision would have to explicitly break with the dominant literature viewing the HQ as a single, identifiable unit located at one specific location. We call for contributions to the special issue that could significantly enhance our understanding around the nature and the consequences of complex HQ configurations, building on the notion of increasing disaggregation and dispersion that we borrow from the extensive work on value chain activities.
While we are interested in gaining a deeper understanding of the phenomenon we are also interested in receiving manuscripts that make substantial theoretical contributions. That is, we think that many theories could benefit from being exposed to the complexity of contemporary HQ configurations which allows for testing, verifying, and fine-tuning of these theories.
Note that we do not favor any particular epistemological or theoretical perspective and we wish to attract a diverse range of papers. We anticipate submissions focusing on a variety of analysis levels. We also think that the Special Issue topic is conducive to multilevel methodologies. Thus, investigations could focus on and combine HQ activity levels such as corporate HQs, divisional HQs, executive teams, individual HQ or subunit managers, or the entire HQ system. Questions that papers might explore include, but are not limited to:

Determinants and nature of complex configurations of HQ activities

  • What are the circumstances under which complex HQ configurations occur more frequently?
  • Are there institutional or industry-specific pressures for particular types of configurations?
  • How and why do HQ configurations evolve over time?
  • How are complex HQ configurations linked to a firm’s boundary decisions?

Value-creation (or destruction) by complex HQ configurations

  • How are value-adding functions, including coordination, control, and entrepreneurial roles, influenced?
  • How do geographically distant divisional headquarters activities complement corporate-level headquarters activities and how is this coordinated?
  • How do dispersed executive teams coordinate their work to influence their businesses? How are potential drawbacks of such configurations kept at bay?
  • What is the role played by temporarily assigned headquarters-roles to specific subunits such as centers of excellence?
  • What are the potential parenting advantages and disadvantages of complex HQ configurations?
  • How does the changing configuration of HQ activities shape corporate vs. decentralized strategic initiatives and attention-processes?
  • How are inter-dependencies between dispersed HQ activities managed?

Consequences of complex HQ configurations

  • How does the level of complexity of the HQ configuration influence HQ-subsidiary relationships in multinational companies?
  • How are internal dynamics in the firm, such as resource allocation or internal bargaining processes, affected?
  • What is the effect of institutional distances between HQ activities on the legitimacy of the headquarters both within and outside the firm? How does this influence modes of control or the adoption of corporate practices?
  • How are information asymmetries, principal-agent relationships, or parenting capabilities affected by disaggregation and dispersion of HQ activities?

 

SUBMISSION PROCESS AND DEADLINES

The deadline for submissions is June 30, 2015

Manuscript Development Workshop

  • The guest editors of this special issue are planning to hold a manuscript development workshop on January 28-29, 2016 in Vienna, Austria.
  • Those authors who receive an invitation for an R&R will be invited to attend this workshop.
  • Please note that the participation at the workshop does not guarantee acceptance of the paper in the special issue. Furthermore, attendance is also not a prerequisite for publication.

Guest editors

Shasha Zhao, Middlesex University, London, United Kingdom
Paul N Gooderham, NHH Norwegian School of Economics, Bergen, Norway 
Anne-Wil Harzing, Middlesex University, London, United Kingdom
Marina Papanastassiou, Middlesex University, London, United Kingdom

About critical perspectives on international business

The mission of cpoib is to exclusively support critical reflections on the nature and impact of contemporary international business (IB) activities around the globe from inter-, trans- and multidisciplinary perspectives. The journal places a special emphasis on scholarly works that question the hegemony of multinational enterprises (MNEs) and evaluate the effects of their IB activities on the global economy and national societies.

Scope and Rationale of the Special Issue

CPOIB invites the submission of articles that address the theme: “Do Multinational Enterprises Contribute to, or Reduce Global Inequality?”. The term ‘inequality’ refers to various societal and economic phenomena inside or across nation states, such as income, gender, social class, economic conditions, welfare, as well as other wider developmental issues. 

Although the relationship between nation states and MNEs has been historically important, dominant IB thinking has traditionally paid considerably greater attention to firm level factors of MNEs such as strategy, structure, and performance. With some exceptions such as Ackroyd and Murphy (2013), Lee and Gereffi (2015), and Roberts and Dörrenbächer (2016), IB scholars have shown relatively sparse interest in the societal, economic, and cultural consequences of the emergence and growth of MNEs. However, a recent study by Piketty (2014) suggests that the world is witnessing rising inequalities in both advanced and emerging economies, a reversal of the post Second World War trend towards greater equality and integration. A critical question worth asking is what role (if any) MNEs play in the development of this trend. In April 2017 this question was a core plenary theme at the Academy of International Business UKI Chapter Conference. Panelists and delegates were divided on the issue, but several presenters argued that MNEs operating in contexts of institutional voids generally generate significant inequality. 

MNEs are facing an increasingly competitive and crowded global market, which has led to a rapid expansion of dispersed value-chain activities in search of greater and more sustainable competitive advantages. Two related developments contribute to the necessity and opportunity for greater dispersion. At the firm level, we see an intensified exercise by MNEs to fine-slice and (re)locate global value-chain activities to the most advantageous locations (Buckley 2009; Mudambi and Santangelo, 2016). At the country level, we note dynamic and heterogeneous shifts in market and institutional conditions of home and foreign nation states. For instance, some recent evidence shows that, for the first time in history, a significant growth in advanced-economy MNE innovation investment is taking place in emerging economies (Awate et al., 2015; Jha et al., 2015). This is predominantly due to institutional improvements in these countries and preferential government policies for promoting and supporting innovation activities (Liu et al., 2011). Similarly, continuous technological development and changes in manufacturing capabilities in the case of advanced economies as well as improvement in market and institutional conditions in the case of emerging economies are seen to create new learning and growth opportunities for emerging-economy MNEs. UNCTAD (2015) reports that the largest outward investment from emerging economies to advanced economies as well as other emerging economies has occurred in the past five years. As such, nation states around the world are experiencing the most extensive and dynamic MNE activities in their local territories to date (Clougherty et al., 2017). 

However, negative outcomes of MNE activities are increasingly noted. For instance, MNEs that were once trusted are found to act illegitimately across host countries. A recent case is the Volkswagen ‘Dieselgate’. In September 2015, the company admitted to cheating official environmental standard requirements by installing software inside each vehicle to falsify system information (Howe, 2015). A survey initiated by Legatum Institute London, an international think tank for promoting policies to address poverty, reveals that the public holds largely negative views of MNEs (Withnall, 2015). The survey covered seven nations, including advanced (Britain, USA, and Germany) and emerging economies (Brazil, India, Indonesia, and Thailand) and revealed that 90 per cent of respondents believe MNEs are not ‘clean’ and a substantial majority agree that MNE actions in host countries contribute to a growing inequality gap. Some other worth noting examples include the case of Bangladesh where Lim and Prakash (2017) find that Western brand owners often pressurise local suppliers to fulfill orders, causing the suppliers to sustain wages to bare minimum and ignore extremely poor working conditions. This subsequently led to the collapse of a factory building where over 1,000 workers (mostly female) died. In the case of the UK, Taylor and Driffield (2005) find empirical evidence which shows that inward investment by MNEs leads to 11 per cent increase in wage inequality because of shift in demand for new labour skills. On the other hand, some positive cases remain. For example, in a similar study on wage and labour skill, but in the case of Ireland, Figini and Görg (1999) find that the rise in wage inequality because of inward investment is temporary and drops eventually. In the case of China, Greaney and Li (2016) find no evidence that MNEs are to be blamed for the prominent issue of urban-rural income inequality. 

Going beyond these scattered examples as to how MNEs contribute to inequality, this special issue seeks papers which conceptually or empirically advance the debate on the relationship between MNEs and inequality. Whilst papers that argue in favor of MNEs contributing to equality are welcome, we are particularly keen to see papers which offer new theoretical or empirical angles useful in discussing the role of MNEs in contributing to inequality.

Papers focusing on the following specific themes should consider submitting to the special issue

However the list is by no means exhaustive or restrictive:

  • Whether and how do MNEs contribute to (or reduce) inequality in income, gender, social class, economic development, welfare, or other wider developmental issues?
  • Whether and to what extent does MNEs’ foreign direct investment (FDI) impact on multi-level factors of host countries (macro-level: e.g. culture, institutions; micro-level: e.g. individual, family)?
  • Whether and how do MNEs contribute to (or reduce) subnational inequality in the case of emerging economies? What can be learnt from possible inter-regional differences?
  • Whether and how do MNEs contribute to (or reduce) subnational inequality in the case of advanced economies? What can be learnt from possible inter-regional differences?
  • What, if any, are the similarities or differences between advanced-economy MNEs and emerging-economy MNEs in terms of their contribution to (or reduction of) inequality? What can be learnt from these similarities or differences?
  • Whether and to what extent do emerging economies and advanced economies experience different or similar impact of MNE FDI activities? That is, do emerging economies benefit or suffer more in comparison to advanced economies, or vice versa?
  • What methodological challenges and solutions exist when collecting empirical data in relation to MNEs and inequality (and equality)? What are the methodological considerations when measuring impact of MNE activities in host economies?
  • What indigenous insights can enrich the existing literature on the relationship between MNEs and inequality to inform managerial practices and future research?
  • What are new conceptual or empirical insights into policy-making or managerial challenges in inequality reduction? What theoretical and practical lessons can be learnt from cases of a reduction or increase in inequality? What can be useful policy frameworks that effectively address the impact of MNEs on inequality? 

Submission Process and Deadlines

Submission Instructions

Deadlines

  • Submission deadline: 31st December 2017
  • Estimated publication date: late 2018 or early 2019

More Information

Enquiries about the special issue should be directed to the guest editors –

Shasha Zhao (s.zhao@mdx.ac.uk)
Paul N. Gooderham (Paul.Gooderham@nhh.no
Anne-Wil Harzing (anne@harzing.com
Marina Papanastassiou (m.papanastasiou@mdx.ac.uk)

References

Ackroyd, S. and Murphy, J. (2013) Transnational corporations, socio-economic change and recurrent crisis, Critical Perspectives on International Business, 9 (4): 336-357.
Awate, S., Larsen, M. M., and Mudambi, R. (2015) Accessing vs sourcing knowledge: A comparative study of R&D internationalization between emerging and advanced economy firms. Journal of International Business Studies, 46 (1): 63-86.
Buckley, P. J. (2009) The impact of the global factory on economic development. Journal of World Business, 44 (2): 131-143.
Clougherty, J. A., Kim, J. U., Skousen, B. R., and Szücs, F. (2017) The foundations of international business: Cross‐border investment activity and the balance between market‐power and efficiency effects. Journal of Management Studies, 54 (3): 340-365
Figini, P., and Görg, H. (1999) Multinational companies and wage inequality in the host country: The case of Ireland. Review of World Economics, 135 (4): 594-612.
Greaney, T.M. and Li, Y. (2017) Multinational enterprises and regional inequality in China Journal of Asian Economics, 48: 120–133 
Howe, B. (2015) Volkswagen scandal: 5 scary numbers, CNN Money, 4th November, accessed on 16/05/2017, [available at: http://money.cnn.com/2015/11/04/news/companies]
Jha, S., Dhanaraj, C., and Krishnan, R. (2015) How does multinational R&D evolve in emerging markets? Working Paper, International Institute for Management Development, 2015-02
Lee, J. and Gereffi, G. (2015) Global value chains, rising power firms and economic and social upgrading, Critical Perspectives on International Business, 11 (3/4): 319-339
Lim, S. and Prakash, A. (2017) Four years after one of the worst industrial accidents ever, what have we learned? The Washington Post, the monkey cage section, accessed on 12/05/2017, [available at https://www.washingtonpost.com/news/monkey-cage]
Liu, F. C., Simon, D. F., Sun, Y. T., and Cao, C. (2011) China's innovation policies: Evolution, institutional structure, and trajectory. Research Policy, 40(7): 917-931.
Mudambi, R., and Santangelo, G. D. (2016) From shallow resource pools to emerging clusters: The role of multinational enterprise subsidiaries in peripheral areas. Regional Studies, 50(12): 1965-1979.
Piketty, T. (2014) Capital in the Twenty-First Century, Harvard University Press: Cambridge, MA.
Roberts, J., and Dörrenbächer, C. (2016) Renewing the call for critical perspectives on international business: towards a second decade of challenging the orthodox. Critical Perspectives on International Business, 12(1): 2-21.
Taylor, K., and Driffield, N. (2005) Wage inequality and the role of multinationals: Evidence from UK panel data. Labour Economics, 12 (2): 223-249.
UNCTAD (2015) World Investment Report, United Nations Publications: Geneva
Withnall, A. (2015) 2 charts that show what the world really thinks about capitalism, The Independent, 3rd November, accessed on 14/05/2017, [available at: www.independent.co.uk/news/business/news]

About the Special Issue Editors

Shasha Zhao is Senior Lecturer (Associate Professor) of International Business and Global Innovation at Middlesex University Business School, London. She received her Ph.D. from Alliance Manchester Business School, University of Manchester, UK, and previously held positions at Royal Holloway College, University of London, and Plymouth University, UK. Her research focuses on MNE subsidiary role, MNE innovation strategy, and impact of MNE FDI on host economies. Her research has been published in journals such as Human Resource Management Journal, and International Marketing Review. She also acts as a regular reviewer for a number of journals such as Asian Business & Management, Human Resource Management Journal, and Journal of Knowledge Management. Her latest research focuses on MNE innovation activities in emerging economies, and possible social and political implications. 

Paul N. Gooderham is Professor of International Management and Head of the Department of Strategy & Management at NHH: Norwegian School of Economics, Bergen. He is also an adjunct professor at Middlesex University. His research interests are concentrated on international and comparative management. He has published over 80 books, book chapters, and academic articles in journals such as Journal of World Business, Journal of Management, Journal of Management Studies, Journal of International Business Studies, Strategic Management Journal, Human Relations and Administrative Science Quarterly. Among his books are a co-authored textbook, International Management: Theory and Practice (Edward Elgar) published in 2013. Paul is on the senior advisory board of Journal of Organizational Effectiveness and a regular reviewer of journals including Journal of World Business, Human Resource Management Journal, and Human Relations. Since 1994, he has been a member of Cranet the largest comparative HRM research network in the world. 

Anne-Wil Harzing is Professor of International Management at Middlesex University, London. Previously, she was Professor and Associate Dean Research at the University of Melbourne, Australia. Her research interests include international HRM (e.g. gender issues), headquarter-subsidiary relationships, the role of language in international business, and the quality and impact of academic research. She has been an associate editor of management journals and a current editorial board member of 13 management journals including Journal of International Business Studies, Journal of World Business, and International Business Review. Anne-Wil has published more than 100 books, book chapters, and academic papers in journals such as Journal of International Business Studies, Journal of World Business, Journal of Organizational Behavior, Human Resource Management, Organization Studies, and Strategic Management Journal. More than a dozen of her articles have won research awards or distinctions. Anne-Wil has been listed on Thomson Reuter's Essential Science Indicators top 1% most cited academics in Economics & Business worldwide since 2007. 

Marina Papanastassiou is Professor of International Business and Innovation at Middlesex University Business School, London. She was also the Head of Department of International Management and Innovation at Middlesex University Business School (2014-16). Marina received her Ph.D. from the University of Reading and previously held positions such as research professor at Copenhagen Business School, Denmark and University of Athens, Greece. Her research focuses on MNE FDI strategy. Marina has published in a number of related journals including Journal of World Business, Management International Review, R&D Management, and Research Policy. Her latest research includes FDI in emerging economies. She is a regular reviewer of journals such as Management International Review, and R&D Management. She is also a Fellow of the European International Business Academy.


Emerald Publishing Limited, Registered Office: Howard House, Wagon Lane, Bingley, BD16 1WA
United Kingdom. Registered in England No. 3080506, VAT No. GB 665 3593 06

Scholars, generally agree, that good governance influences national competitiveness. This, however, has not been documented and debating it has become an imperative scholarly task. How we manage our nation state or govern ourselves in a broad sociopolitical environment directly affect economic performance.

This issue has been underscored in the public forums conducted by the International Monetary Fund, United Nations, World Bank, World Economic Forum, etc. World Bank annually evaluates over 200 countries of the world with its governance indicators. World Economic Forum considers global governance as one of the major public discourse issue.

Possible topics are as follows.

  • Theoretical and empirical models explaining how governance affects competitiveness at macro (national) and micro (industry specific) level.
  • Understand governance as an independent, dependent or mediating construct—variables closely related to it are geopolitics, size of the nation, geographic location, globalization, democracy, economic freedom, environment or culture.
  • Policy measures governments could take for better governance resulting higher competiveness.
  • Methodological difficulties in measuring governance and its relationship with national competitiveness.
  • Influence of governance on international trade, direct investment, and production decisions of the multinational corporations.

The special issue aims at investigating the relationship between governance and competitiveness, and, offer policy suggestions. Authors are encouraged to submit both conceptual and empirical papers. Use APA Style in preparing the manuscript.

Submit manuscripts to the guest editor electronically via email at waheed@tamucc.edu. Authors from developing countries are especially encouraged to submit. Dr. Abu N. M. Waheeduzzaman is a Professor of Marketing and International Business, College of Business, Texas A&M University-Corpus Christi.

Fundação Dom Cabral (FDC) is seeking to fill positions as fulltime professor in Leadership, Change and Organizational Culture, Finance, Public Management and Corporate Governance. The Candidate must meet the following requirements: doctorate degree, preferably acquired in a school of high international renown; Fluency in Portuguese and/or Spanish; Interest and competence to work in executive education mad support the development of executives, entrepreneurs and public managers; It is desirable that she/he have business experience.

THE SCHOOL FDC is a Brazilian business school with international standard and performance focused on the development and training of executives, entrepreneurs and public managers. FDC believes that solutions for organizational development are co-created with organizations, from the connection between theory and practice. To this end, it promotes dialogue and listening with organizations, building integrated educational solutions with them. FDC has strong relationships with important leaderships and large and medium-sized organizations, as well as the third sector.

JOB REQUIREMENTS

Applicants must hold a doctorate in area related to the management topics mentioned above, as well as a publication record in academic journals, as well as books and articles in magazines, periodicals and other media aimed at the business public. We look for candidates with interest and ability in:

  • Teach your subject of expertise with varied approaches for audiences of different academic and professional levels;
  • Have listening skills, proposition and technical coordination of multidisciplinary educational solutions, including interventions, in different contexts and complexities;
  • Competence to conduct research applied to executive education and individual or organizational development;
  • Participate in knowledge networks outside the FDC, such as research groups and international organizations in their subject of expertise, etc;
  • Articulate cutting-edge knowledge and academic research into language that is attractive to the corporate public.

HOW TO APPLY

All interested send your curriculum to recrutamento@fdc.org.br. For further information about FDC, please access our website https://www.fdc.org.br/en/Paginas/default.aspx. It is also important that the candidate resides in the cities of Belo Horizonte, São Paulo or Rio de Janeiro. Pre-selected candidates in the curriculum vitae will be asked to submit a cover letter, selection of three relevant papers, didactic assessment and up to three letters of recommendation.

Dominican University invites applications and nominations for the position of Dean of the Brennan School of Business.

In 2014, while celebrating more than 35 years of graduate business education, the Brennan School of Business (BSB) received accreditation from the Association to Advance Collegiate Schools of Business (AACSB). The Brennan School also holds accreditation by the Accreditation Council for Business Schools and Programs (ACBSP).

The Dean reports to the Provost and Senior Vice President for Academic Affairs and is responsible for implementing and achieving the mission and goals of the Brennan School of Business, in alignment with the mission statement, vision, and strategic priorities of the University. The Dean is expected to assume office by July 1, 2015.

Dominican is ranked #19 among 145 regional midwestern master's level universities by U.S. News and World Report and holds the designation of being a Hispanic Serving Institution. The university is rich in resources and opportunities and boasts over 3,400 students and more than 160 full time faculty members. The average class size is 17 and the student-faculty ratio is 12 to 1. The University offers more than 50 academic majors, including several pre-professional programs and four graduate schools in library and information science, business, education and social work. Integral to Dominican’s success and distinction is the ongoing exploration, clear expression and shared experience of its Catholic Dominican identity.

Capitalizing on the momentum from the AACSB accreditation process and the recognition it brings, the Dean will provide leadership, energy and vision to guide the Brennan School of Business through ongoing growth and development as it realizes its aspiration to be a leading small-school provider of business education in the competitive Chicago-area market.

Required Qualifications

The successful candidate will hold the Ph.D. in a field relevant to one of the programs represented in the School, bring progressive and effective administrative experience in an academic environment, and demonstrate the capacity to understand, embrace and champion the mission and values of the Catholic Dominican intellectual tradition that distinguish the Brennan School of Business and Dominican University. For a complete profile of this opportunity, please visit: http://academic-search.com/data/files/DominicanDOBProfile.pdf

Application and Nomination Process

The University is being assisted by Academic Search, Inc. Applications should consist of a substantive cover letter addressing the qualifications and desired attributes listed above, a curriculum vitae, and a list of at least five professional references with full contact information and a note indicating the nature of the applicant's working relationship with each; references will not be contacted without explicit permission from the candidate. Applications, nominations, and expressions of interest can be submitted in confidence to BSBDean@academic-search.com. Applications received by January 15, 2015, will be assured full consideration. Confidential discussions about this opportunity may be arranged by contacting Dr. Andrea Warren Hamos, Senior Consultant, at awh@academic-search.com or Ms. Marilyn Rhoads Mock, Senior Consultant, at mrm@academic-search.com.

Dominican University is an equal opportunity employer. The University is dedicated to the goal of building a diverse faculty and staff committed to teaching and working in a multicultural environment. We look forward to a diverse pool of applicants who bring varied experiences, perspectives and backgrounds. Upon request, reasonable accommodations in the application process will be provided to individuals with disabilities.

The University Dongbei University of Finance & Economics was founded in 1952 and is one of leading universities in China in finance, economics, management and tourism areas. Global Institute of Management & Economics is an institution dedicated to providing excellent education service at undergraduate and postgraduate levels for international as well as Chinese students. It boasts dynamic multicultural teaching team with staff, from the UK, USA, Australia, Canada, Germany, etc. who come from diverse academic and industry backgrounds.

Qualifications
A doctoral degree in finance or economics;
2 years college-level experience teaching finance /economics or related field; Ability to deliver lectures and explain complicated concepts in English;
Proven experience and capability to deliver high quality teaching and research output;
Professional experience in relevant fields would be an advantage;

Remuneration Package
Salary offered will be commensurate with qualifications and experience;
Benefit package: accommodation allowance, relocation allowance and medical insurance, and 12 weeks paid leave annually;
Relocation assistance: flight and luggage allowance, one week temporary accommodation near the campus, and support in finding long-term accommodation if required;
GIME encourages all academic staff to engage in research activities and provide research funds for fieldwork, conferences and publications in academic journals;

Application Procedures If you are interested in the post, please send your CV, covering letter and 3 letters of reference to our HR Office. 3 letters of reference shall be sent by your referees via email directly. Mr. Calder Liu Human Resource Office Global Institute of Management and Economics Dongbei University of Finance & Economics Dalian, China Email: gime_hr@dufe.edu.cn calderliu841025@gmail.com Tel: +86 411 8471 2005 Web: www.gime.dufe.edu.cn/ www.surrey.dufe.edu.cn/

The University Dongbei University of Finance & Economics, founded in 1952, is one of the leading universities in China in the areas of finance, economics, management and tourism. Global Institute of Management & Economics (GIME) is an institution dedicated to providing excellent education both at undergraduate and postgraduate levels for international and local students. The GIME has a dynamic multicultural teaching team comprising of staff members with diverse academic and professional backgrounds from the UK, USA, Australia, Canada, Germany and other counties.

Qualifications
A doctoral degree in Business/Management, with specialist knowledge of Organizational Behavior or Human Resources Management;
Ability to deliver lectures and explain complicated concepts in English;
Proven experience and capability to deliver high quality teaching and research output;
Professional experience in relevant fields would be an advantage;

Remuneration Package
Salary offered will be commensurate with the candidate’s qualifications and experience;
Benefit package: accommodation allowance, relocation allowance, medical insurance and 12 weeks paid leave annually; Relocation assistance: flight and luggage allowance, one week temporary accommodation near the campus, and support in finding long-term accommodation if required;
GIME encourages all academic staff to engage in research activities and provide research funds for fieldwork, conferences and publications in academic journals;

Application Procedure If you are interested in the post, please send your CV, covering letter and 3 letters of reference to our HR Office. 3 letters of reference shall be sent by your referees via email directly. Mr. Calder Liu Human Resource Office Global Institute of Management and Economics Dongbei University of Finance & Economics Dalian, China Email: gime_hr@dufe.edu.cn calderliu841025@gmail.com Tel: +86 411 8471 2005 Web: www.gime.dufe.edu.cn/ www.surrey.dufe.edu.cn/

The University Dongbei University of Finance & Economics, founded in 1952, is one of the leading universities in China in the areas of finance, economics, management and tourism. Global Institute of Management & Economics (GIME) is an institution dedicated to providing excellent education both at undergraduate and postgraduate levels for international and local students. The GIME has a dynamic multicultural teaching team comprising of staff members with diverse academic and professional backgrounds from the UK, USA, Australia, Canada, Germany and other counties.

Qualifications
A doctoral degree in Business/Management, with specialist knowledge of Strategy, International Business Management, Supply Chain or Operations Management;
Proven experience in working as Associate Professor at University level;
Proven experience and capability to deliver high quality teaching and research output;
Professional experience in relevant fields would be an advantage;

Remuneration Package
Salary offered will be commensurate with the candidate’s qualifications and experience;
Benefit package: accommodation allowance, relocation allowance, medical insurance and 12 weeks paid leave annually; Relocation assistance: flight and luggage allowance, one week temporary accommodation near the campus, and support in finding long-term accommodation if required;
GIME encourages all academic staff to engage in research activities and provide research funds for fieldwork, conferences and publications in academic journals;

Application Procedure If you are interested in the post, please send your CV, covering letter and 3 letters of reference to our HR Office. 3 letters of reference shall be sent by your referees via email directly. Mr. Calder Liu Human Resource Office Global Institute of Management and Economics Dongbei University of Finance & Economics Dalian, China Email: gime_hr@dufe.edu.cn calderliu841025@gmail.com Tel: +86 411 8471 2005 Web: www.gime.dufe.edu.cn/ www.surrey.dufe.edu.cn/

Doshisha University is one of the oldest and most prestigious private universities in Japan, situated in Kyoto. Launched in 2009 the Global MBA (GMBA) is an exciting new project at Doshisha University, which aims to bring forth a new generation of conscientious business leaders capable of redefining global business models to put people and the wellbeing of communities first. The Global MBA programme at Doshisha is seeking applications for one faculty position (Assistant or Associate Professor) in the areas of Marketing. The appointee is expected to take an active lead in teaching and the development of the programme along our mission and objectives.

Modules to be taught

  • Required modules are (1) Marketing, (2) Global Marketing, and (3) Research project and solution report (master thesis).
  • In addition, two modules (including statistics and data mining) in the area of Marketing will be required.

Qualifications

  • Applicants should hold a Ph.D. in Marketing and be able to demonstrate accomplishments in research and teaching at an AACSB or EQUIS accredited programme. Applicants with MBA or an equivalent degree with an extensive practical business experience will be also considered. 
  • We are keen to recruit those who are active in research and innovative in developing our GMBA programme.
  • All nationalities are welcome.

Conditions of employment

  • Duration of contract: Three years
  • Start date: October 1, 2011
  • Successful applicants should be able to reside in Kyoto or in the Kansai (Kyoto/Osaka/Kobe) region.
  • Average annual salary at Doshisha University is 7,500,000 yen (gross) for an assistant/associate position at the age of 35.

Application

  • Applicants should send a cover letter, curriculum vitae and list of publications by April 18th, 2011 to: ji-bs@mail.doshisha.ac.jp
  • Shortlisted applicants will be requested for an interview and a trial lecture on May 16th or 17th 2011. Additional materials, including a course syllabus and details of your publications, should be sent when applicants are shortlisted.

Additional information

  • For additional information and enquiries, please contact to Ms. Shizu Mizuno ji-bs@mail.doshisha.ac.jp, (Telephone: +81-075-251-4600) or Prof. Yuzo Murayama (Dean, Doshisha Business School).

 

Doshisha University is one of the oldest and most prestigious private universities in Japan, situated in Kyoto. Launched in 2009 the Global MBA (GMBA) is an exciting new project at Doshisha University, which aims to bring forth a new generation of conscientious business leaders capable of redefining global business models to put people and the wellbeing of communities first. The Global MBA programme at Doshisha is seeking applications for one faculty position (Assistant or Associate Professor) in the areas of Accounting and Finance. The appointee is expected to take an active lead in teaching and the development of the programme in line with our mission of business education.

Modules to be taught

  • Required modules are (1) Finance, (2) Accounting, and (3) Research project and solution report (master thesis).
  • In addition, two modules in the area of either Finance or Accounting will be required.

Qualifications

  • Applicants should hold Ph.D. in Finance or Accounting and be able to demonstrate accomplishments in research and teaching at an AACSB or EQUIS accredited programme. Applicants with extensive practical business experience within the fields of Finance and Accounting who hold a masters degree or equivalent qualifications will be also considered.
  • We are keen to recruit those who are active in research and innovative in developing our GMBA programme.
  • All nationalities are welcome.

Conditions of employment

  • Duration of contract: Three years
  • Start date: October 1, 2011
  • Successful applicants should be able to reside in Kyoto or in the Kansai (Kyoto/Osaka/Kobe) region.
  • Average annual salary at Doshisha University is 7,500,000 yen (gross) for an assistant/associate position at the age of 35.

Application

  • Applicants should send a cover letter, curriculum vitae and list of publications by April 18 th, 2011 to: ji-bs@mail.doshisha.ac.jp
  • Shortlisted applicants will be requested for an interview and a trial lecture on May 16th or 17th 2011. Additional materials, including a course syllabus and details of your publications, should be sent when applicants are shortlisted.

Additional information

  • For additional information and enquiries, please contact to Ms. Shizu Mizuno ji-bs@mail.doshisha.ac.jp, (Telephone: +81-075-251-4600) or Prof. Yuzo Murayama (Dean, Doshisha Business School).
  • The Global MBA website can be found at http://gmba.doshisha.ac.jp/

The Global MBA Program (GMBA) of Doshisha University is actively looking to fill various faculty positions at the Assistant Professor, Associate Professor, or Professor level in following areas (or some combination of these areas):

 Marketing

 Human Resource Management and Organizational Behavior

 Sustainable or “Green” Business

 Operations Management

 Culture and Creativity

 International Finance and Economics

 Innovation and Technology Transfer

Of the positions, some will be tenured positions and the others will be 5-year fixed term positions.   For all positions, the mandatory retirement age is 65.

The start dates are October 1, 2013 or April 1, 2014.

The qualifications and important requirements for successful candidates, in addition to area expertise, are:

Ph.D. (or in process of getting a Ph.D.)
Internationally recognized or international level research record.
Track record or ability to teach in an international MBA program in English in an interactive manner.
Team player.
Willing to contribute to administration and program development of the business school and the Global MBA program, in addition to teaching and research.
Business background or education (e.g., MBA) is preferred.
Experience in an international business school, preferably in a teaching position is preferred.
Japanese ability is not a requirement, but is preferred.
A person who can reside in Kyoto and come to the business school regularly.
A person who can appreciate the value of diversity.
A person who has a global perspective and understands the Asian business context
A person who understands and believes in the social responsibility of business
A person who actively engages with students and cares strongly about their growth.

Application documents:

1. CV (in required format, one original and 2 copies)

2. Research record (in required format), 3 copies

3. Syllabus of a course to be taught (details to be provided)

4. Summary of five representative samples of research outputs (300 words per item)

5. Copies of all research papers and other research output

Application Deadline: January 31, 2013 (must be received by this date)

Selection Process: Review of documents, interview and sample lecture

For interview candidates, a travel allowance of 50,000 yen (domestic) or 200,000 yen (international) is provided.  Please provide receipts.  First and business class travel not covered.  No travel allowance provided for candidates from the Kinki region.  No accommodation allowance will be provided.

Candidates will be notified of the results of the selection process by letter. 

Please submit your application materials to:

Prof. Noriko Hama, Dean
Doshisha Business School
Karasuma Imadegawa Higashi-iru
Kamigyo-ku, Kyoto City, Kyoto Prefecture
Japan  602-8580

by registered mail or courier.

For inquiries: Please contact ji-bs@mail.doshisha.ac.jp.

In principle, application materials will not be returned.  After the selection, Doshisha Business School will be responsible for disposing of materials.  If you would like your application materials to be returned to you, please provide a self-addressed envelope with postage.

The information provided for this selection process will not be used for any other purposes, in compliance with Japanese privacy protection laws.

Dublin City University Business School (DCUBS)

The University invites applications for the following appointments, which are of key strategic importance.

DCU Business School provides a vibrant learning environment and a wide range of programs at undergraduate, postgraduate and executive levels. A large and growing community of doctoral students provide a lively and exciting research environment The School places strong emphasis on excellence in teaching, scholarship and research, on international collaboration and on engagement with industry.

  1. Professor of Management (10 year contract) Due to retirement of the post holder, applications are now invited for the post of Professor of Management. We are looking for a talented and inspiring academic leader, with a proven track record, for this key leadership role within the School and its future positioning in international and national contexts. Salary scale Professor: €106,516 - €136,276 Appointment will be commensurate with qualifications and experience.
  2. Lectureships in Accounting (5 year contract) The successful candidate will have teaching and research experience in Accounting and will be expected to play an active role in the Accounting Group and in the School more widely. Expertise in advanced financial reporting and a professional accounting qualification are desirable.
  3. Lectureship in Entrepreneurship (5 year contract) The successful candidate will have demonstrated expertise in the areas of entrepreneurship and family business. Experience in leading an undergraduate capstone entrepreneurship course would be an advantage. The candidate will be expected to possess industry networks and an ability to generate funding that will support the DCU Centre for Family Business.
  4. Lectureship in Finance (5 year contract) An ability to teach across a range of finance subjects is required and the successful candidate must be able to teach risk management and financial engineering modules to masters level. The successful candidate will have an established research agenda with publications in high quality journals.
  5. Lectureship in Human Resource Management (5 year contract) We seek a candidate with a specialist interest in human resource development (HRD) and learning. CIPD qualification is desirable. The successful candidate will have displayed evidence of publication in high quality international journals and will have demonstrated success in attracting competitive research funding. In addition the successful candidate will have developed international networks and research collaborations.
  6. Lectureship in Management (5 year contract) Relevant teaching and research experience are required. All areas of management will be considered, with experience in the areas of Strategy, Management & Organizational Analysis or Operations Management preferable.
  7. Lectureship in Marketing (5 year contract) The successful candidate will have relevant teaching and research experience. The School is particularly interested in candidates with expertise in digital marketing / social media marketing.

Salary Scales: Lecturer above bar: €50,159 - €76,891 Lecturer below bar: €41,502 - €51,724 €37,352 - €46,552*

*Applies to new entrants to the public sector after 01 January 2011. Appointment will be commensurate with qualifications and experience.

Closing date: Friday 2nd May 2014

Interviews for these positions will take place in June 2014.

Informal enquires: Dr Anne Sinnott, Executive Dean DCUBS, E-mail: anne.sinnott@dcu.ie Tel: +353 (0)1 700 5396

Application Procedure: Application forms and full job descriptions for the above positions are available at: http://www4.dcu.ie/hr/vacancies/current.shtml and from the Human Resources Department, Dublin City University, Dublin 9, Ireland

Tel: (01) 700 5149 Fax: (01) 700 5500

Email: hr.applications@dcu.ie

Dublin City University is an equal opportunities employer.

Position summary
The Offshoring Research Network (ORN) at the Fuqua School of Business, Duke University, is seeking to hire a Research Associate for a period of two years, starting Summer/Fall 2009. The Research Associate will be expected to carry out survey-based and/or case study-based research on offshoring, outsourcing and the globalization of services.

ORN multi-year surveys
The international ORN project was initiated in 2004 by the Center for International Business Education and Research (CIBER) at the Duke Fuqua School of Business. The ORN project conducts both quantitative, survey-based research and qualitative case studies. It solicits two major annual surveys.

The ORN Corporate Client Survey tracks the adoption of offshoring and outsourcing administrative and technical functions, e.g. IT, finance & accounting, software and product development, by client companies across industries, from pioneering early adopters to the majority adopters. It includes data e.g. on offshoring drivers, risks, location choices, delivery models, performance outcomes and future plans. Unlike other surveys, this survey tracks offshoring and outsourcing activities over time by discrete functional implementation projects. It also includes companies that only consider offshoring and even those that have not considered offshoring yet. In collaboration with research partners worldwide, the ORN survey has been extended year by year. It has been taken by more than 1,500 companies from the U.S., Germany, the Netherlands, Spain, Scandinavia, and Belgium, and it will include companies from Italy, Korea, Australia and other countries.

The ORN Service Provider Survey, which was launched in 2007 for the first time, investigates the service providers’ perspective of offshoring. It covers questions about service profiles, the choice of service location, client contracts and relationships, risks involved with providing services, the recruitment and management of talent, future plans and outsourcing trends, and many other aspects.

ORN case studies
Parallel to the collection and analysis of survey-based data, the ORN project also involves complementary case studies investigating not only companies’ various experiences with offshoring, but also their internal routines, processes and capabilities that differentiate early from late adopters of the new business practice as well as more and less successful offshoring companies. In particular, ORN research is focusing on companies offshoring higher-level, innovation-centered activities and processes. Taking a co-evolutional research perspective, the ORN project also investigates the emergence of new geographical knowledge clusters and institutions guiding offshoring/outsourcing activities.

In addition to developing knowledge on companies’ offshoring practices, the project seeks to develop theoretical concepts and frameworks partly based on the cases, explaining the emergence, adoption, and diffusion of offshoring practices and underlying capabilities within and across companies, industries, and countries. Audiences of the research results include both business practitioners and academics. Although the candidate’s main focus will be on academic research, he/she will have to maintain a strong orientation towards the business implications of the research findings.

Job requirements
The Research Associate will work in close collaboration with the other members of the international ORN research team and will participate in all aspects of the research projects, including data collection and analysis, and crafting research papers. The candidate will participate in developing practitioners-oriented presentations and in writing Thought Leadership articles for the business community. He or she will also be involved in designing and running selected courses for MBA students and executive MBAs. In addition, he or she is expected to work together with our sponsoring organizations and partners, including PricewaterhouseCoopers and The Conference Board, in conducting custom research and various other projects. The opportunity to get involved in a wide array of activities will allow the Research Associate to acquire deep contextual knowledge and skills, field expertise and experience and qualify for both academic and consulting-oriented careers.

Qualifications

* Ph.D. in Management/Business, Economics, Sociology, Geography or other related disciplines
* Expertise and interest in relevant research areas, e.g. sourcing, business process redesign, open innovation, international business, cross-cultural communication, organizational learning, project and network management
* Strong skills and proven experience in writing research reports and papers, and in presenting at international conferences
* Proven experience with (1) quantitative survey design and statistical analysis using large databases and/or (2) developing and analyzing case or field studies, preferably theory-guided and/or theory-building
* Fluency in English
* Strong interpersonal skills, team spirit, and ability to work in multicultural settings
* Flexible, stress resistant, multi-task person with good time and priority management
* Available to travel worldwide.


How and where to apply
Please send a cover letter describing your interest in the Research Associate position; your CV, including your professional background, skills and publications; and a letter of recommendation by your PhD supervisor and/or other professor(s) you have collaborated with to the following address (either regular mail OR email):

Professor Arie Y. Lewin
Duke University
The Fuqua School of Business
1 Towerview Drive
Durham, NC 27708
USA

Email:
Maly Sibounheuang (Associate Director): maly@duke.edu, ++1 919 660 7654, or
Dr. Stephan Manning (Research Associate): sdm24@duke.edu, ++1 919 660 7887

For further information about this position, please also contact Dr. Stephan Manning.

Universidad EAFIT was founded in 1960 as Colombia's first business school and since then it has grown into a university with more than 22,000 students pertaining to 21 undergraduate, 79 graduate (Masters and Graduate Diplomas) and 4 PhD programs.

The Department of International Business offers Colombia's leading undergraduate International Business program with over 1,100 students. It also offers a Master in International Business (MIB), postgraduate diploma in International Business, and the IB department is a forerunner in International Business research in the country. To expand its international full-time staff, the Department is opening a new academic position for the International Trade academic area.

Candidates should have received their master’s degree, PhD degree or be near completion of a PhD program in an International business-related field and preferably have a demonstrated track record of publications. Teaching in the areas of International Trade, exports, Supply Chain Management, logistics or related fields is required. Excellent English and Spanish communication skills are a must.

The newly recruited academic is expected to teach international trade-related courses in English at the undergraduate and graduate levels, and to undertake research in the same academic area.

The salary level varies from COP $4,500,000 to $6,100,000 per month, depending on qualifications and experience.

Requirements:

  • Proficiency in English language with a minimum level of B2 (Common European Framework if not a native speaker).
  • Proficiency in Spanish language with a minimum level of B2 in the DELE test (Instituto Cervantes if not a native speaker).
  • Three years of teaching (full time equivalence) and research experience in international trade-related areas, or five years of work experience in the field.
  • Specific knowledge and/or experience in international trade-related activities in the Colombian and/or Latin-American context.
  • The ability to teach undergraduate and graduate courses and to develop research projects within the scope of the academic area.
  • Preferably, publications in top journals: a minimum of one publication in a top journal out of five.
  • Teaching and research activities plan for the next five years.
  • Teaching audition on a selected topic within the scope of the academic area (presented in English language).

Required documents

If selected to continue on the process, candidates should provide evidence and official support of the requirements listed above.

Location

Universidad EAFIT’s main campus with temporary assignments to other cities and/or countries

Universidad EAFIT – Main Campus:

Carrera 49 No. 7 Sur 50
Medellin, Colombia (South America)

Application

 Candidates must email a CV and letter of interest describing research and teaching interests to:

María Paola Podestá
Head of Department of International Business
Universidad EAFIT
Carrera 49 No. 7 Sur 50
Medellin, Colombia (South America)
Tel.: +574-2619500 ext. 9840
Fax: +574-2664284
Email: mpodesta@eafit.edu.co
http://www.eafit.edu.co/negocios

For additional information please contact:

Maria Paola Podesta Correa: mpodesta@eafit.edu.co

Camilo Franco Ruiz: cfrancor@eafit.edu.co

Universidad EAFIT was founded in 1960 as Colombia's first business school and since then it has grown into a university with more than 22,000 students pertaining to 21 undergraduate, 79 graduate (Masters and Graduate Diplomas) and 5 PhD programs. 

The Department of International Business offers Colombia's leading undergraduate International Business program with over 1,100 students. It also offers a Master in International Business (MIB), postgraduate diploma in International Business, and the IB department is a forerunner in International Business research in the country. To expand its international full-time staff, the Department is opening a new academic position for the International Trade academic area, starting in January 2015.

Candidates should have received their master’s degree, PhD degree or be near completion of a PhD program in an International business-related field and have a demonstrated track record of publications and teaching in the areas of International Trade, exports, Supply Chain Management, logistics or related fields. Excellent English and Spanish communication skills are a must.

The newly recruited academic is expected to teach international trade-related courses in English at the undergraduate and graduate levels, and to undertake research in the same academic area. Publications in top-tier peer reviewed journals are required.

Requirements:

  • Proficiency in English language with a minimum level of B2 – C1 (Common European Framework).
  • Proficiency in Spanish language with a minimum level of B2 in the DELE test (Instituto Cervantes).
  • Three to five years of teaching (full time equivalence) and research experience in international trade-related areas, or five to seven years of work experience in the field.
  • Specific knowledge and/or experience in international trade-related activities in the Colombian and/or Latin-American context.
  • The ability to teach undergraduate and graduate courses and to develop research projects within the scope of the academic area.
  • Publications in type A journals (Colciencias, Colombia): a minimum of one publication out or five or three out of seven, depending on the publications record of the candidate.
  • Teaching and research activities plan for the next five years.
  • Teaching audition on a selected topic within the scope of the academic area (presented in English language).

Required documents

If selected to continue on the process, candidates should provide evidence and official support of the requirements listed above.

Location

Universidad EAFIT’s main campus with temporary assignments to other cities and/or countries

Universidad EAFIT – Main Campus:

Carrera 49 No. 7 Sur 50 
Medellin, Colombia (South America)

Application

Candidates must email a CV and a letter of interest describing research and teaching interests, by November 15th, 2014 at the latest, to:

María Paola Podestá
Head of Department of International Business
Universidad EAFIT
Carrera 49 No. 7 Sur 50 
Medellin, Colombia (South America)
Tel.: +574-2619500 ext. 9840
Fax: +574-2664284
Email: mpodesta@eafit.edu.co 
http://www.eafit.edu.co/negocios

For additional information please contact:

Maria Paola Podesta Correa: mpodesta@eafit.edu.co

Camilo Franco Ruiz: cfrancor@eafit.edu.co

Universidad EAFIT was founded in 1960 as Colombia's first business school and since then it has grown into a university with more than 22,000 students pertaining to 21 undergraduate, 79 graduate (Masters and Graduate Diplomas) and 4 Ph.D. programs.  

The Department of International Business offers Colombia's leading undergraduate International Business program with over 1,100 students. It also offers a Master in International Business (MIB), postgraduate diploma in International Business, and the IB department is a forerunner in International Business research in the country. To expand its international fulltime staff, the Department is opening a new academic position for the International Trade academic area, starting in January 2017. 

Candidates should have received their Master’s degree, Ph.D. degree or be near completion of a Ph.D. program in an International business-related field and have a demonstrated track record of publications and teaching in the areas of Intercultural management, intercultural communication  or related fields. Excellent English and Spanish communication skills are a must. 

The newly recruited academic is expected to teach intercultural -related courses in English at the undergraduate and graduate levels, and to undertake research in the same academic area. Publications in top-tier peer-reviewed journals are required. 

Requirements: 

  • Proficiency in English language with a minimum level of B2 – C1 (Common European Framework). Proficiency in Spanish language with a minimum level of B2 in the DELE test (Instituto Cervantes). Three to five years of teaching (full-time equivalence) and research experience in international trade-related areas, or five to seven years of work experience in the field.
  • Specific knowledge and/or experience in international trade-related activities in the Colombian and/or Latin-American context.
  • The ability to teach undergraduate and graduate courses and to develop research projects within the scope of the academic area.
  • Publications in type A journals (Colciencias, Colombia): a minimum of one publication out or five or three out of seven, depending on the publications record of the candidate.
  • Teaching and research activities plan for the next five years.
  • Teaching audition on a selected topic within the scope of the academic area (presented in English language).

Required documents 

If selected to continue on the process, candidates should provide evidence and official support of the requirements listed above.   

Position’s profile  

The selected professor will fill a full-time Professor Position for the academic área of Intercultural Management at the Department of International Business.  Activities such as teaching, research, academic administration and social engagement are expected to be performed. 

Hiring conditions  

Type of contract:  (1) one-year contract with possibilities to be extended for another year or turning to an indefinite term contract if making part of the Carrera Académica. In order to make part of the Carrera Académica the selected professor should comply with requirements established in the Estatuto Profesoral de la Universidad EAFIT.   

Basic monthly Salary:  from 4’800.000 COP to 9’000.000 COP approximately. 

There are (15) fifteen payments within a year considering also legal and extra-legal benefits offered by the Universidad EAFIT to all its employees and their families. Note: Salaries will increase each year according to decisions made by the Board of Directors. Moreover, if the selected professor makes part of the Carrera Académica, the salary could increase when upgrading his/her category according to the requirements published in the Estatuto Profesoral de la Universidad EAFIT.     

Location 

Universidad EAFIT’s main campus with temporary assignments to other cities and/or countries.

Universidad EAFIT – Main Campus: Carrera 49 No. 7 Sur 50  Medellin, Colombia (South America).

Application 

Candidates must email a CV and letter of interest describing research and teaching interests, by October 15th, 2015 at the latest, to:

María Paola Podestá

Head of Department of International Business

Universidad EAFIT

Carrera 49 No. 7 Sur 50  Medellin, Colombia (South America) Tel.: +574-2619500 ext. 9840 Fax: +574-2664284

Email: mpodesta@eafit.edu.co   

http://www.eafit.edu.co/negocios   

For additional information please contact:

Maria Paola Podesta Correa: mpodesta@eafit.edu.co

Juan Carlos Díaz Vásquez: jdiazva@eafit.edu.co   

Universidad EAFIT was founded in 1960 as Colombia's first business school and since then it has grown into a university with more than 22,000 students pertaining to 21 undergraduate, 79 graduate (Masters and Graduate Diplomas) and 4 PhD programs.

The Department of International Business offers Colombia's leading undergraduate International Business program with over 1,100 students. It also offers a Master in International Business (MIB), postgraduate diploma in International Business, and the IB department is a forerunner in International Business research in the country. To expand its international full-time staff, the Department is opening

New academic positions for the Internationalization of the Firm Academic Area, starting in September/October 2013.

Candidates should have received their master’s degree, PhD or be near completion of a PhD program in an International business-related field and have a demonstrated track record of publications and teaching in the areas of Internationalization of the firm, International Trade, International Management or related fields. Excellent English communication skills are a must and Spanish language abilities a plus.

The newly recruited academic is expected to teach internationalization of the firm-related courses in English at the undergraduate and graduate levels and to undertake research in the same academic area. Publication in top-tier journals is a plus.

Potential candidates should email a CV and letter of interest describing research and teaching interests, by September

September 15th 2013 at the latest, to:

María Paola Podestá Head of Department of International Business Universidad EAFIT Carrera 49 No. 7 Sur 50 Medellin, Colombia (South America) Tel.: +574-2619500 ext. 9840 Fax: +574-2664284 Email: mpodesta@eafit.edu.co

http://www.eafit.edu.co/negocios

Further information:

Maria Paola Podesta Correa: mpodesta@eafit.edu.co

Cristina Robledo-Ardila: crobled1@eafit.edu.co

Management Earlham College invites applications for a full-time, tenure-track position in the Business and Non-Profit program at the rank of Assistant Professor beginning in Fall 2016.

The Business and Non-profit Management program at Earlham College is an interdisciplinary social science major in a liberal arts context. We are expanding our offerings in Social Entrepreneurship as well as other subjects relevant to for-profit and not-for-profit global organizations. Our diverse program draws students from around the globe with various backgrounds and interests. We are committed to providing students with foundational management theories and skills in a context that takes into account respect for persons, culture, and the environment. We offer a major and a minor, so faculty members have the opportunity to develop relationships with students from across the campus and various disciplines.

The successful candidate should hold a Ph.D. (or relevant terminal degree) in an appropriate social science field. Candidates will be considered if they will have their degree in hand within one year of appointment. They should be able to demonstrate excellence in teaching and ability to work collaboratively. Applicants should have the ability to develop courses in Social Entrepreneurship. We especially welcome candidates that can develop course content relevant to students who wish to develop or work with non-profits/NGOs in the future. However, we will also consider applicants able to teach in other areas that complement our program and dedication to international perspectives in and out of the classroom. As the program is growing, the successful candidate should be willing to develop innovative new courses and programs in collaboration with existing program faculty. Preference will be given to candidates with international business, entrepreneurial, and/or nonprofit experience, and ability to work with diverse populations. In addition to teaching responsibilities, appointments entail academic advising and program-related responsibilities.

Faculty also have numerous opportunities to lead off-campus programs, develop special short, intensive courses, and conduct research with small groups of students. Earlham College continues to build a community that reflects the gender and racial diversity of the society at large, and, therefore, we are particularly interested in inviting and encouraging applications from African Americans, other ethnic minorities, and women. Earlham also is eager to solicit applications from members of the Religious Society of Friends (Quakers).

Earlham College is an Equal Opportunity Employer. Earlham utilizes E-Verify to confirm employment eligibility for all newly hired employees within the United States.

Interested candidates should submit a letter of application, vita, graduate transcripts, evidence of teaching ability and of intellectual/research interests, and three letters of reference. Documents should be sent as one electronic file to Cheri Gaddis at cherig@earlham.edu. Please include the letters SE at the beginning of the file name. Review of applications will begin immediately and will continue until position is filled.

The School of Business at the East China University of Science & Technology (ECUST) is seeking applicants for full-time and part-time faculty (Assistant, Associate, or Full Professor) in international business, international management, and strategy. We offer competitive packages which include research funds and housing subsidies. The appointment will be initially on a three-year fixed-term basis, with the possibility of renewal or on tenure for qualified candidates. Applicants should hold a Ph.D. degree in the relevant field at the time of appointment.

Located in Xuhui District of Shanghai, East China University of Science & Technology is one of the leading research-oriented national universities under the direct administration of the National Ministry of Education. The School of Business has been ranked as one of the leading business schools in mainland China. The mission of the ECUST School of Business is to bridge business with technology and to nurture managerial talent with advanced knowledge and practical ability.

For more information, please visit:

http://www.ecust.edu.cn

http://bs.ecust.edu.cn

Requirements:

Please submit a cover letter, your curriculum vitae, samples of your research work, three reference letters, teaching evaluations (if available), and other relevant materials to our recruitment specialist Ms. Ying Wang by email before Aug.15, 2017.

 

Ying Wang

School of Business

East China University of Science & Technology

130 Meilong Road

Shanghai, China 200237

Tel: 86-21-64253882 (O)

Fax: 86-21-64251324 (O)

Email: yingwang@ecust.edu.cn

The School of Business at the East China University of Science & Technology (ECUST) is seeking applicants for full-time and part-time faculty (Assistant, Associate, or Full Professor) in international business, international management and strategy. We offer competitive packages which include research funds and housing subsidies. The appointment will be initially on a three-year fixed term basis, with the possibility of renewal or on tenure for qualified candidates.

Applicants should hold a Ph.D. degree in the relevant field at the time of appointment. Located in Xuhui District of Shanghai, East China University of Science & Technology is one of the leading research-oriented national universities under the direct administration of the National Ministry of Education.

The School of Business has been ranked as one of the top business schools in mainland China. For more information, please visit: http://www.ecust.edu.cn and http://bs.ecust.edu.cn

Requirements: Please submit a cover letter, your curriculum vitae, samples of your research work, three reference letters, teaching evaluations (if available), and other relevant materials to our recruitment specialist Ms. Ying Wang by email before Jun. 30, 2015.

Ying Wang

School of Business East China University of Science & Technology

130 Meilong Road Shanghai, China 200237

Tel: 86-21-64253882 (O) Fax: 86-21-64251324 (O)

Email: cbe@ecust.edu.cn

The School of Business at the East China University of Science and Technology is seeking applicants for full-time and part-time faculty in business administration. The following areas are preferred: Strategy & Business Policy International Business Organizational Behavior Human Resource Management Other Related Fields Requirements: Applicants should have a Ph.D. degree in the relevant fields before August, 2013 and be able to teach the courses at the undergraduate and graduate levels. A competitive compensation package will be offered as well as research funds and housing benefits. For consideration, please submit the letter of application, CV, the copy of Ph. D. certificate, and sample work of research papers, teaching evaluations (if available), two letters of recommendation, and other relevant materials to Ms. Ying Wang (ecust_sb@163.com) before August 1st, 2013.

East Asian Wisdom and its impact on business culture and performance in a cross-cultural context

Co Guest-Editors:

Chris Baumann, Macquarie University, Sydney Australia, and Seoul National University (SNU), Korea

Hume Winzar, Macquarie University, Sydney, Australia 

Tony Fang, Stockholm Business School, Stockholm University, Sweden

Summary

There is growing recognition that we can learn a lot from the East to inspire and enrich our mainstream theory and practice (Chen, 2010a, 2010b). Can we make good use of East Asian wisdom in cross-cultural and strategic management? For example, the teachings of Confucius have allegedly contributed to remarkable economic growth across East Asia, and Western researchers have struggled for decades on what it means and how to leverage Confucianism, Daoism, Buddhism, and Yin Yang thinking into the generation of fresh theoretical and practical insights on research and business practices, respectively. It is not clear among commentators whether such perspectives are pure philosophy, religion, or ideology (Fingarette, 1972) or a combination thereof. In the context of cross-cultural management and strategy, how do these questions affect business culture and performance?

Hofstede and Bond’s study (1988) showed that countries in the Confucian orbit have experienced the fastest rate of growth since the 1950-60s. Winzar (2015) pointed out from the 1970s, Individualist economies (Europe and the US) outperformed Collectivist economies (China and Korea), and commentators argued that Collectivism holds Asian countries back. But by the 2000s similar commentators argued that Collectivism was responsible for the growth of the Tiger Economies. The situation has changed again as Chinese, Japanese and Korean technology (including innovation and, to a degree, brand building and management) now equal or exceed European and US companies on many measures. It has also been found that East Asia performs ahead of Europe, the rest of Asia, and South/Central America both academically (in terms of PISA) and in competitiveness (Baumann and Winzar, 2016). Much of our understanding of East-Asian cultures has been framed with Western-designed instruments (Fang, 2003), and too often we make broad conclusions along the lines of, for example, “Chinese managers are different from US managers, so Confucianism, and other orientations, must be responsible”. We make such broad inferences about the role of East Asian wisdom without attempting to “deconstruct” the construct. We can do better.

The discussion of the role of East Asian wisdom on management and related disciplines is not new. In this journal, several publications have paid attention to these issues, including Li’s (2016) theoretical explication of the Eastern Yin Yang frame and its application to paradox management, Fang’s (2012) conceptualization of culture in the age of globalization, as well as HR implications of Eastern values (Jiang, Gollan & Brooks, 2015; Chin, 2014), Western explorations of acculturation of expatriates and migrant managers in Asia (Selmer and Lauring, 2014), cultural differences and the aesthetics of product design (Shin, 2012), and ethical perspectives of Chinese and American managers (Pan et al. 2010). Elsewhere, we have seen seminal contributions on management practice in Confucian societies (Yeung and Tung, 1996), and important work on changing cultural values, behaviour and ethical conduct (Faure and Fang, 2008; Tung and Verbeke, 2010; Woods and Lamond 2011), along with valuable critical reviews highlighting the paradoxical nature of culture (Fang, 2003, 2006, 2010, 2012), the influence of Confucian perspectives on Western leadership and management education (Manarungsan and Tang, 2012), the implication of strategic thought in East Asian for business and management (Fang, 1999; Tung, 1994), and the evolution of institutional approaches to education more broadly (Baumann, Hamin and Yang, 2016). Further afield, in other disciplines, we see very comprehensive perspectives on the role of East Asian wisdom on political philosophy (Rozman, 1993), competitiveness and economic growth (Hofstede and Bond, 1988) and influences on Western philosophy generally (Wilhelm, 1972). Confucianism and countries in the ‘Confucian Orbit’ (Baumann, Hamin, Tung and Hoadley, 2016) have a new found focus in scholarly work on competitiveness, but equally so, scholars in multiple fields are curious about the roles of Daoism (Woolley, 2016), Buddhism (Vallabh and Singhal (2014) and Yin Yang (Fang, 2012).

For the purposes of cross-cultural and strategic management, is East Asian wisdom a social and psychological framework that may vary across different cultural groups, or is it a constant that is manifested in different ways according to economic and social conditions? For example, does it make sense to say that one group is “more Confucian” than another? Or on one dimension or another? If so, then how do we derive empirical measures of the various facets of Confucianism?

These and many other questions niggle at Western (and Eastern) scholars as they try to understand how to better communicate, conduct business and formulate strategies across countries.

Topics

We are interested in any and all articles, so long as they address issues relating to East Asian Wisdom and cross-cultural management and strategy.

Topics can include, but are not limited to:

  • Conceptualisation and measurement of aspects of East Asian Wisdom, such as Confucianism, at the individual (micro), group (meso), and national (macro) levels.
  • Historical interrelationships between East Asian Wisdom and PEST (Political, Economic, Social, Technological) environments – antecedent or consequent relationships.
  • Interrelationships between East Asian Wisdom and Management, Business, Performance and Competitiveness.
  • Differences in East Asian Wisdom in the East Asia Region (e.g. China, Japan, Korea, Singapore, Taiwan, Vietnam).
  • Differences in East Asian Wisdom among members of the East Asian diaspora – Contribution to intra-national diversity.
  • Mediating and/or moderating role of East Asian Wisdom in Cross-cultural research.
  • The role of East Asian Wisdom in the provision of services, product design and development.
  • The interplay between East Asian Wisdom and management and strategy.
  • Role of East Asian Wisdom (e.g., Yin Yang) in cross-cultural innovation and in the formation of competitiveness and economic outcomes.

East Asian Wisdom is multi-faceted and multi-layered, and we are interested in papers which address areas and concepts not usually found in the literature, or areas that are severely undeveloped or inaccurate in our current understanding. We are living in an era that has transitioned from “West leads East” to “West meets East” (Chen, 2010a, 2010b). Our theories and practices need to be and can be inspired by this historical transition.

Submission instructions

All manuscripts will undergo a double-blind review process. Submissions should be between 5,000-9,000 words, including references, figures and tables, and follow the manuscript requirement outlined on the journal’s website: http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm. The submission deadline is January 1, 2017. Please direct queries to: 

Associate Professor Chris Baumann, e mail: chris.baumann@mq.edu.au;

Associate Professor Hume Winzar, e mail: hume.winzar@mq.edu.au; and

Professor Tony Fang, Stockholm Business School, e-mail: tony.fang@sbs.su.se 

References

Baumann, C., Hamin, H., Tung, , R. L. and S. Hoadley, S. (2016), Competitiveness and workforce performance: Asia vis-à-vis the “West”, International Journal of Contemporary Hospitality Management, 28 (11).

Baumann, C., H. Hamin and S. J. Yang (2016). "Work ethic formed by pedagogical approach: evolution of institutional approach to education and competitiveness." Asia Pacific Business Review, 22 (3).

Baumann, C., and Winzar, H. (2016). The role of secondary education in explaining competitiveness. Asia Pacific Journal of Education, 36 (1).

Chen, M.-J. (2010a). West Meets East: Enlightening, balancing, and transcending. Annual Meeting of the Academy of Management. June 14, http://aom.org/Meetings/annualmeeting/past-meetings/theme2011.aspx

Chen, M.-J., & Miller, D. (2010b). West meets East: Toward an ambicultural approach to management. Academy of Management Perspectives, 24(4): 17-24.

Chin, T. (2014). "Harmony as means to enhance affective commitment in a Chinese organization." Cross Cultural Management: An International Journal 21(3): 326-344.

Fang, T. (1999). Chinese business negotiating style. Thousand Oaks: Sage.

Fang, T. (2003). "A Critique of Hofstede’s Fifth National Culture Dimension." International Journal of Cross Cultural Management 3(3): 347-368.

Fang, T. (2006). From “Onion” to “Ocean”: Paradox and Change in National Cultures. International Studies of Management and Organizations 35(4): 71-90.

Fang, T. (1999): Chinese Business Negotiating Style. Thousand Oaks: Sage.

Fang, T. (2010). Asian management research needs more self-confidence: Reflection on Hofstede (2007) and beyond. Asia Pacific Journal of Management 27: 155-170.

Fang, T. (2012). Yin Yang: A new perspective on culture. Management and Organization Review, 8(1): 25-50.

Faure, G. O., & Fang, T., (2008). Changing Chinese values: Keeping up with paradoxes. International Business Review, 17(2): 194-207.

Fingarette, H. (1972). Confucius -- The Secular as Sacred, New York: Harper and Row

Hofstede, G. and M. H. Bond (1988). "The Confucius connection: From cultural roots to economic growth." Organizational Dynamics 16(4): 5-21.

Li, P. P. (2016). "Global implications of the indigenous epistemological system from the east: How to apply Yin-Yang balancing to paradox management." Cross Cultural & Strategic Management 23(1): 42-77.

Jiang, Z., P. J. Gollan and G. Brooks (2015). "Moderation of Doing and Mastery orientations in relationships among justice, commitment, and trust: A cross-cultural perspective." Cross Cultural Management: An International Journal 22(1): 42-67.

Manarungsan, S. and Z. Tang (2012). “Integrating Oriental Wisdom in MBA Education: The Case of Confucianism.” Leadership through the Classics. G. P. Prastacos, F. Wang and K. E. Soderquist, Springer Berlin Heidelberg: 377-387

Pan, Y., X. Song, A. Goldschmidt and W. French (2010). "A cross‐cultural investigation of work values among young executives in China and the USA." Cross Cultural Management: An International Journal 17(3): 283-298.

Vallabh, P., & Singhal, M. (2014). “Buddhism and decision making at individual, group and organizational levels.” Journal of Management Development, 33(8/9), 763-775.

Rozman, G., Ed. (1993). The East Asian Region - Confucian Heritage and Its Modern Adaptation, Princeton Univ. Press.

Selmer, J. and J. Lauring (2014). "Self-initiated expatriates: An exploratory study of adjustment of adult third-culture kids vs. adult mono-culture kids." Cross Cultural Management: An International Journal 21(4): 422-436

Shin, D. H. (2012). "Cross‐analysis of usability and aesthetic in smart devices: what influences users' preferences?" Cross Cultural Management: An International Journal 19(4): 563-587

Tung, , R. L.  (1994). Strategic Management Thought in East Asia. Organizational Dynamics, 22(4): 55 -65. 

Tung, R. L. and A. Verbeke (2010). "Beyond Hofstede and GLOBE: Improving the quality of cross-cultural research." Journal of International Business Studies 41(8): 1259-1274.

Tung, R. L. and C. Baumann (2009). "Comparing the attitudes toward money, material possessions and savings of overseas Chinese vis-à-vis Chinese in China: convergence, divergence or cross-vergence, vis-à-vis ‘one size fits all’ human resource management policies and practices." The International Journal of Human Resource Management 20(11): 2382-2401

Wilhelm, R., (1972). Confucius and Confucianism: Translated into English by George H. Danton and Annina Periam Danton. Routledge & Kegan Paul.

Winzar, H. (2015). "The ecological fallacy: How to spot one and tips on how to use one to your advantage." Australasian Marketing Journal 23(1): 86-92

Woods, P. and D. Lamond (2011). "What Would Confucius Do? – Confucian Ethics and Self-Regulation in Management." Journal of Business Ethics 102(4): 669-683

Woolley, N. (2016). The Emergence of Daoism: Creation of a Tradition, By Gil Raz. Routledge Studies in Taoism. London: Routledge, 2012 (paper 2014). Religious Studies Review, 42(1), 58-58.

Yeung, I. Y. M. and R. L. Tung (1996). "Achieving Business Success in Confucian Societies: The Importance of Guanxi (Connections)." Organizational Dynamics 25(2): 54-65

Eastern Connecticut State University invites applicants for a tenure track faculty position in Management/Marketing at the Assistant Professor rank beginning August 2013.

Interested candidates should have a solid academic grounding in business, management, and marketing. Teaching requirements for the successful candidate will include a variety of courses in management and marketing. We are looking for dynamic, energetic, and innovative applicants with Ph.D. or equivalent in business administration or a related field, with demonstrable knowledge in both management and marketing. ABD near completion will be considered. Actual industry experience would be a definite asset. Other expected duties include advising students, engaging in research and scholarly activity that leads to publication in refereed journals as well as staying involved in professional activities and providing service to the university.

Located between Boston and New York, Eastern Connecticut State University is a student-centered, coeducational, residential liberal arts university dedicated to providing students from diverse backgrounds an academically challenging education. The University has been named as one of the best colleges in the nation to work for the fourth year in a row by The Chronicle of Higher Education. The results, released on August 10, 2012 in The Chronicle’s fifth annual report on The Academic Workplace, are based on a survey of more than 46,000 employees at 294 colleges and universities.  Eastern won honors in three categories this year: “Collaborative Governance”; “Compensation and Benefits”; “Facilities, Workspaces and Security.” The University also ranks number one in a national study of the improvement of six-year graduation rates of Hispanic students among public universities and colleges, announced on September 20, 2012 by The Education Trust, a national education advocacy group.

Eastern’s website: http://www.easternct.edu

Application Procedure:
Screening will begin immediately and continue until the position is filled. Applications should include curriculum vitae, documentation of teaching ability, and references. Send these to the search chair, Dr. Katalin Eibel-Spanyi, at the following e-mail address: eibel-spanyik@EasternCT.edu . Please include your last name and MGMT/MKT Search in the subject heading.

Invitation to submit articles for the upcoming

Vol. 3 No 1. Spring 2016 issue

Submission Deadline:  January 17, 2016

The Journal of Eastern European and Central Asian Research (JEECAR) is a multi-disciplinary, scholarly, high quality, double-blind peer-reviewed journal, with topics concerning:

  • Economics
  • Finance
  • Management
  • Marketing
  • International Affairs

The main focus is in the Eastern European and Central Asian business and national political economies. The Journal is registered by the Library of Congress, listed in the Directory of Open Access Journals (DOAJ), indexed with EBSCO, Ulrich, Google Scholar, OAI WorldCat Digital Collection, included in the EconBib index, and evaluated for an Impact Factor by CiteFactor.org, and each article has assigned an individual CrossReff DOI address.

The Editorial Board consists of distinguished experts among academics and practitioners who specialize in business topics within the Easter European and Central Asian regions. The latest journal issue with articles can be obtained online at: http://ieeca.org/journal/index.php/JEECAR/issue/archive.

The primary focus of the Journal is to provide an intellectual forum in theory, as well as practice, and to explore issues relevant to newly emerging nations. Submissions may include theoretical issues, new business model ideas, methodological issues, empirical studies, or case studies in the field of enterprise management or new developments of multinational corporations in the specific global economies.

Complete information about the submission guidelines is available at the JEECAR website: http://ieeca.org/how-to-submit-article

The JEECAR journal is published by the Institute of Eastern Europe and Central Asia with the support and cooperation of Webster University in St. Louis, MO.

 

Nikolay Megits, Ph.D.

Editor-in-Chief

Journal of Eastern European and Central Asian Research

ISSN 2328-8272 (print)

ISSN 2328-8280 (online)

nmegits@ieeca.org

Eckerd College invites applications for a Tenure Track Assistant Professor of International Business position starting September 2016. Candidates must have a Ph.D. or D.B.A. with a focus in global management. Prior teaching experience and/or international management experience strongly preferred. Global orientation and a strong commitment to the liberal arts required.

Teaching load is seven courses per academic year, including Cultural Environment of International Business and International Management. Participation in an interdisciplinary, values-oriented general education program is required, including a regular rotation in the two-semester freshmen program.

Eckerd College, the only independent national liberal arts college in Florida, has a tradition of innovative education and teaching/mentoring excellence.

Submit letter of application, vita, recent teaching evaluations, statement of teaching philosophy, undergraduate and graduate transcripts and three letters of recommendation via www.eckerd.edu/hr/employment, Inquiries may be sent to Prof. Robert Jozkowski, at jozkowrs@eckerd.edu. Applications must be complete by October 15, 2015. Qualified candidates must be authorized to work in the United States for the College.

EOE. Applications from women/minorities encouraged.

Guest Editors:

Background and rationale for the focused issue

The rise of digitization and ICTs-enabled technologies have played an important role in overcoming cross-border transactions costs, thus offering significant opportunities and benefits to firms to compete on a global scale. The growth and widespread diffusion of internet have created numerous opportunities for firms to provide products and services across both developed and developing markets.

Current research has focused on examining e-commerce strategy; the barriers and adoption related challenges of e-commerce (see Agarwal and Wu, 2015 for an overview), among others. Within the international business field, one stream of research has applied Dunning’s OLI paradigm to explain the rise of e-commerce firms (e.g., Singh and Kundu, 2002). Recent IB scholarships have focused on examining the rise of platform-based firms and highlighted the importance of direct and indirect networks effect in explaining the internationalization and cross-border activities of platform-based firms (e.g., Brouthers et al., 2016; Chen et al., 2019; Zeng, Khan & De Silva, 2019). Despite the contributions of extant literature, there has been limited discussions around e-commerce related policy and how it affects the international business activities, as well as global value chains of multinational enterprises. 

The aim of this focused issue is to encourage scholars to explore the following research questions at the intersections of international business, public policy and legal aspect of e-commerce. We would like to receive both conceptual and empirical papers.

Research Questions

Papers for the focused issue could fall within the following questions and related topic areas:

  1. How does e-commerce affect global capital flows to emerging and developed markets?
  2. What are the ways that SMEs can use crowdfunding to internationalize?
  3. How are multinationals affected by e-commerce policy?
  4. How does e-commerce policy affect the IB and SME ecosystem?
  5. How does e-commerce affect trade flows in different institutional contexts?
  6. What is the role of WTO in shaping e-commerce policy, and how does regulatory harmonization affect e-commerce policies?
  7. Does e-commerce policy affect cross-border investment from venture capitalists and private equity funds?
  8. How do regulatory changes affect e-commerce policies and adoption of e-commerce across different countries?
  9. How does e-commerce policy affect multinational value chains?
  10. How does e-commerce policy affect the link between SMEs and multinationals?

Submission Guidelines

Papers for this focused issue should be prepared in accordance with the MIR’s submission guidelines available at: https://www.springer.com/business+%26+management/journal/11575?detailsPage=pltci_2329480

Papers should be submitted directly to the guest editors at ecommibpol@gmail.com by the deadline of August 31, 2020.  All paper will go through the MIR regular double-blind review process.

References

Agarwal, J., & Wu, T. (2015). Factors influencing growth potential of e‐commerce in emerging economies: An institution‐based N‐OLI framework and research propositions. Thunderbird International Business Review, 57(3), 197-215.

Brouthers, K.D., Geisser, K.D., & Rothlauf, F. (2016). Explaining the internationalization of ibusiness firms. Journal of International Business Studies, 47(5), 513-534.

Chen, L., Shaheer, N., Yi, J., & Li, S. (2019). The international penetration of ibusiness firms: Network effects, liabilities of outsidership and country clout. Journal of International Business Studies, 50(2), 172-192.

Singh, N., & Kundu, S. (2002). Explaining the growth of e‐commerce corporations: An extension and application of the eclectic paradigm. Journal of International Business Studies, 33, 679-697.

Zeng, J., Khan, Z., & De Silva, M. (2019). The emergence of multi-sided platform MNEs: Internalization theory and networks. International Business Review, in press.

The Econland game simulates the effects of macroeconomic policy decisions on a country. In the game, the user makes monetary and fiscal policy decisions in order to manage the economy of a country that faces the ups and downs of the global economic environment through a seven-year business cycle. Econland also provides a range of macroeconomic learning resources, including a weekly online economics newspaper, a quiz, and a discussion forum. While access to the Econland game is only available for a fee, several of the learning resources are available free of charge.

China’s success in integrating itself into the world economy has attracted worldwide attentions. Developing nations are particularly impressed with the way that China mobilizes its resources for rapid economic growth. China’s cautious and gradual approach to economic reform may provide useful experience to countries in economic transition. The outstanding performance of China’s economy in responding to the global financial crisis has been catalytic to the economic recovery in the United States and the European Union. To evaluate the sustainability of the emerging Chinese model of economic development an important aspect is to understand to what extent productivity growth has contributed to China’s spectacular economic growth in the past three decades. The Journal of Chinese Economic and Business Studies (JCEBS) henceforth calls for contributions to the 2011 Special Issue on Chinese Productivity.

The complexity and enormous scale of China’s economy require methodologies that can be used for systemic investigations of productivity performance. The special issue encourages empirical studies within the neo-classical framework of Solow, which is still considered as the core of modern growth theory in the literature. While imposing a basic structure on a macro economic model of general equilibrium nature, the Solow framework can be applicable to both well-developed market economies and planned economies. To accommodate significant differences in total factor productivity across countries and regions efforts in the exploration of its cross-sectional implications are also welcome.

The rapid economic growth in China would have not been possible had there not been the tremendous development of a vibrant Chinese business sector. China’s businesses have experienced an early stage of gradual reform in the state sector, followed by the dramatic expansion of the rural industries and a surge in the privatization of state and collective firms. While China was becoming the most attractive destination for foreign direct investment in the process, Chinese firms in recent years have started to acquire foreign companies and attempted to build up their own brand names. To make the presence of the Chinese firms sustainable internationally, innovation and productivity improvement are crucial to their continued success abroad. Submissions in the related areas of business studies will be appreciated.

In recent years, there seems to have been a consensus between scholars of growth empirics and applied productivity analysts that improving productivity estimations and better analysis to identify determinants of the productivity performance are the two areas to which major research efforts should be devoted. One direction we suggest is the study of the “knowledge production function.” This approach is to be attractive in an empirical sense that the techniques of applied productivity analysis might be effective in investigations on the determinants of innovation and economic growth.

China’s industrialization process has basically followed the historical path of the developed nations. However, the limitation of this traditional approach is that it exerts enormous pressure on the natural environment. In many circumstances, the environmental issues can be studied under the standard framework of applied productivity analysis, which is based on well-founded economic theory of production. Submissions of papers in this area are highly recommended.

Contributions concerning productivity performance of service and agricultural sectors are also very welcome. Papers comparing China and India or Brazil, the former Soviet Union or Russia, the United States or the European Union, and South and East Asia including Japan are particularly interesting to the special issue. Studies on trade and productivity with firm heterogeneity, structural time series models of aggregate productivity, and real business cycle related productivity issues are all suitable for submission.

Papers should be submitted in Word or PDF format via email to Jinghai Zheng (Guest Editor) Department of Economics University of Gothenburg Sweden
Email: Jinghai.Zheng@gmail.com<mailto:Jinghai.Zheng@gmail.com>

Submitted papers will normally be reviewed by two independent referees as well as by the Guest Editor. Deadline for submission is 20th May 2010.

Growing economic inequality in society has become a serious concern for both developed and developing countries. This special issue is based on the premise that a better understanding of the relationship between business and society is possible by examining it within the context of rising economic inequality. We are interested in a broad range of issues focused on linking business, society, and economic inequality.

Organizational research devoted to examining the firm-inequality relationship is at a very nascent stage and needs to draw on established research in other disciplines, as well as develop new theories by making broad connections between previously unexamined phenomena. Similarly, empirical examinations might have to make use of publicly available data and established methods, as well as creatively generate new data and methods to study this complex phenomenon. Therefore, we invite conceptual and empirical papers that offer substantial potential to result in high quality publications.

SUBMISSION PROCESS AND DEADLINES

Interested authors are encouraged to submit a 6-page proposal (excluding references and exhibits) to Hari Bapuji (inequalitysi.2014@gmail.com) through email by November 30, 2014. The guest editors will provide developmental feedback and invite authors of suitable proposals to submit a full paper to the special issue. In addition, potential authors may contact any of the guest editors to discuss initial ideas for papers. While interested authors are encouraged to make use of the guidance of the guest editors before submitting full papers, full papers may be submitted (and will be equally welcomed) even without prior consultation with guest editors.

The deadline for submission of all full papers (including papers that received feedback on their proposals) will be June 30, 2015.Authors should submit their manuscripts through ScholarOne Manuscripts at http://mc.manuscriptcentral.com/bas. Manuscripts should be prepared following the Business and Society author guidelines: http://www.sagepub.com/journals/Journal200878/manuscriptSubmission.

Submission Deadline: December 31, 2016

Guest Editor: Abu Waheeduzzaman, Ph.D.

The Journal of Euromarketing is the official Journal of the International Management Development Association (IMDA) published by IMDA Press. It is a premier publication outlet in international marketing with a focus on Europe, emerging nations and other countries. It serves the academics, practitioners, and public policymakers on issues pertaining to marketing and related disciplines.

Economic integration can be achieved at three levels: (1) global level under WTO, (2) regional level through in various regions of the world (e.g., EU, NAFTA, ASEAN, MERCOSUR, or TPP), and (3) bilateral level between nations through free trade agreements. Manuscripts pertaining to integration and marketing at all three levels are welcome.

Possible topics are as follows.

  • Investigate how economic integration affects marketing at macro (national) and micro (industry specific) level. Relate geopolitics, size of the nation, geographic location, globalization, democracy, economic freedom, environment or culture to the phenomenon.
  • Discuss the effect of “trade creation” and “trade diversion” in marketing.
  • Determine the effect of economic integration on international trade, direct investment, and marketing decisions of the multinational corporations.
  • Examine the relationship between integration and various concepts in marketing, viz., country of origin, consumption convergence, standardization-adaptation, or marketing productivity.
  • Offer policy suggestions for business and governments pertaining to integration and marketing. Is more integration good for marketing?
  • Study methodological issues in measuring economic integration and relate them to marketing.

The Special Issue on Economic Integration and Marketing invites manuscripts focusing on the impact of economic integration in marketing. The manuscripts should be no longer than 9000 words, double spaced (including references, tables, figures and abstracts) with a margin of at least one inch (2.54 cm) on all sides. Each manuscript has to be accompanied by a statement that it has not been published and has not been submitted simultaneously for publication elsewhere. Authors are responsible for obtaining permission to reproduce copyrighted material from other sources. All accepted manuscripts, artwork, and photographs become the property of the publisher. Authors are encouraged to submit both conceptual and empirical papers. Use APA Style in preparing the manuscript. Submit manuscripts to the guest editor electronically via email at waheed@tamucc.edu. Hard copy submissions can also be sent to the following address. Authors from emerging and developing nations are encouraged to submit. Abu N. M. Waheeduzzaman, Ph.D. College of Business Texas A&M University-Corpus Christi 6300 Ocean Drive, OCNR 319, Unit 5808 Corpus Christi, Texas 78412 USA

The School of Business at the East China University of Science and Technology is seeking applicants for full-time and part-time faculty in business administration.

The following areas are preferred: *Strategy & Business Policy *International Business *Organizational Behavior *Human Resource Management *Other Related Fields

Requirements: Applicants should have a Ph.D. degree in the relevant fields and be able to teach the courses at the undergraduate and graduate levels. A competitive compensation package will be offered as well as research funds and housing benefits. For consideration, please submit the letter of application, CV, the copy of Ph. D. certificate, and sample work of research papers, teaching evaluations (if available), two letters of recommendation, and other relevant materials to Ms. Ying Wang (cbe@ecust.edu.cn) before August 20, 2012.

East China University of Science and Technology (ECUST) has a history of 58 years, ranking one of the top 30 among thousands of state universities in the mainland of China with some 34,000 students from home and abroad. Founded in 1990, the School of Business is a young but fast-growing school at ECUST. It has more than 3,000 students in current undergraduate and postgraduate programs with over 10,000 alumni. The school has about 130 well qualified faculty with more than 65% of them being professors and associate professors. The school consists of five departments, seven research institutes, two research centers and a professional masters’ education center. The School of Business has established good collaborations with a score of universities all over the world In the past two decades. For more information about the school, please visit: http://bs.ecust.edu.cn/index_en.jsp.

Business Administration- International Business

educational conference

The Martha and Spencer Love School of Business (LSB) invites applications for a tenure-track, assistant or associate professor in international business for Fall 2013. The individual selected will guide the development of a strong international business major for the school. In addition to providing leadership across the LSB for the IB program, the successful applicant will value the teacher/scholar model, be an effective undergraduate teacher who values mentoring students, and have an established research agenda. Faculty members in the LSB are also expected to teach in the Elon general studies program and in the MBA program. Previous industry experience, especially in an international organization, is desirable. Preference will be shown to candidates who possess an earned doctorate in international business, international management or a related field from an AACSB-accredited university. A secondary emphasis in strategy is preferred.

About the School: The AACSB-accredited Martha and Spencer Love School of Business is ranked #43 on the 2012 Bloomberg Businessweek ranking of undergraduate programs, and #1 on their ranking of part-time MBA programs. The undergraduate program is also ranked #19 for sustainability by Bloomberg Businessweek. The LSB currently has dual-degree undergraduate programs with the European School of Business at Reutlingen University in Germany, and Reims Management School in France. The university has many affiliate programs around the world. Faculty in the LSB design and teach Winter Term study abroad experiences for undergraduates and MBA students that cover the globe, from the Cayman Islands and Cuba to the Middle East to the Pacific Rim. Approximately 71 percent of Elon students study abroad prior to graduation. Elon has consistently been ranked #1 among U.S. masters degree granting schools for study abroad. The School is housed in the Koury Business Center, which features state-of-the-art classrooms, multiple student engagement areas, the LaRose Digital Theatre, the Reed Finance Center, the Doherty Center for Entrepreneurial Leadership, the Chandler Family Professional Sales Center, and the Porter Family Professional Development Center. Our diverse faculty members thrive in Elon’s collegial and supportive environment.

About the University: Elon University is a private institution situated on an idyllic 575+ acre campus in north-central North Carolina, east of Greensboro, and northwest of Raleigh/Durham. A dynamic institution with an enrollment of over 5,500, Elon benefits from highly talented students, a growing physical plant, and an expanding endowment. U.S. News & World Report ranks Elon second among southern master’s-level universities and #1 among schools “focused on their undergraduates,” and the Fiske Guide to Colleges ranks Elon one of the 24 “best buy” private universities. Elon University is proud of its strengths in the liberal arts, its strong sense of community, and its progress in incorporating technology and internationalization into classroom instruction. To Apply: To learn more about Elon and the LSB, please visit our website at www.elon.edu and www.elon.edu/e-web/academics/business. We will be interviewing at the August Academy of Management meeting in Boston so please let us know if you will be available to speak with us there about the position.

Review of candidates for this position will begin immediately and continue until filled; applications received prior to October 1, 2012, will receive full consideration. To apply, email a letter of interest, curriculum vita, and a list of three references to: buschair@elon.edu. Elon University is an equal employment opportunity employer committed to a diverse faculty, staff and student body and welcomes applicants from underrepresented groups.

The Martha and Spencer Love School of Business (LSB) invites applications for a tenure-track, assistant or associate professor in international business for Fall 2013. The individual selected will guide the development of a strong international business major for the school. In addition to providing leadership across the LSB for the IB program, the successful applicant will value the teacher/scholar model, be an effective undergraduate teacher who values mentoring students, and have an established research agenda. Faculty members in the LSB are also expected to teach in the Elon general studies program and in the MBA program. Previous industry experience, especially in an international organization, is desirable. Preference will be shown to candidates who possess an earned doctorate in international business, international management or a related field from an AACSB-accredited university. A secondary emphasis in strategy is preferred.

About the School: The AACSB-accredited Martha and Spencer Love School of Business is ranked #43 on the 2012 Bloomberg Businessweek ranking of undergraduate programs, and #1 on their ranking of part-time MBA programs. The undergraduate program is also ranked #19 for sustainability by Bloomberg Businessweek. The LSB currently has dual-degree undergraduate programs with the European School of Business at Reutlingen University in Germany, and Reims Management School in France. The university has many affiliate programs around the world. Faculty in the LSB design and teach Winter Term study abroad experiences for undergraduates and MBA students that cover the globe, from the Cayman Islands and Cuba to the Middle East to the Pacific Rim. Approximately 71 percent of Elon students study abroad prior to graduation. Elon has consistently been ranked #1 among U.S. masters degree granting schools for study abroad. The School is housed in the Koury Business Center, which features state-of-the-art classrooms, multiple student engagement areas, the LaRose Digital Theatre, the Reed Finance Center, the Doherty Center for Entrepreneurial Leadership, the Chandler Family Professional Sales Center, and the Porter Family Professional Development Center. Our diverse faculty members thrive in Elon’s collegial and supportive environment.

About the University: Elon University is a private institution situated on an idyllic 575+ acre campus in north-central North Carolina, east of Greensboro, and northwest of Raleigh/Durham. A dynamic institution with an enrollment of over 5,500, Elon benefits from highly talented students, a growing physical plant, and an expanding endowment. U.S. News & World Report ranks Elon second among southern master’s-level universities and #1 among schools “focused on their undergraduates,” and the Fiske Guide to Colleges ranks Elon one of the 24 “best buy” private universities. Elon University is proud of its strengths in the liberal arts, its strong sense of community, and its progress in incorporating technology and internationalization into classroom instruction.

To Apply: To learn more about Elon and the LSB, please visit our website at www.elon.edu and www.elon.edu/e-web/academics/business. We will be interviewing at the August Academy of Management meeting in Boston so please let us know if you will be available to speak with us there about the position. Review of candidates for this position will begin immediately and continue until filled; applications received prior to October 1, 2012, will receive full consideration. To apply, email a letter of interest, curriculum vita, and a list of three references to: buschair@elon.edu. Elon University is an equal employment opportunity employer committed to a diverse faculty, staff and student body and welcomes applicants from underrepresented groups. New employees paid by direct deposit only. Elon University is an equal employment opportunity employer committed to a diverse faculty, staff and student body and welcomes applicants from underrepresented groups.

The Department of Management and Entrepreneurship in the Martha and Spencer Love School of Business (LSB) at Elon University invites applications for two tenure-track positions in Strategic Management for fall 2017. We seek candidates who are effective teachers, scholars, and mentors to teach strategic management in the LSB’s undergraduate and masters programs. Successful applicants will also need the ability to teach in a secondary area such as international business, sustainability, information systems, or human resource management and teach in Elon’s core curriculum. While we invite applicants from more junior ranks, we will show preference to candidates at the advanced assistant or associate professor level. In addition, we will show preference to candidates who possess an earned doctorate from an AACSB-accredited university by the time of employment and who have previous industry experience in strategy development and implementation.

For more information on the positions, please visit https://www.elon.edu/facultyemployment/openings.

To Apply:   Please send a letter of interest, curriculum vitae, information on teaching evaluations, and a list of three references to: buschair@elon.edu (subject line: Strategic Management Opening), or to Strategic Management Faculty Search Committee, Department of Management, Martha and Spencer Love School of Business, Elon University, 2075 Campus Box, Elon, NC 27244.  All other inquiries about the position should be directed to Dr. Brian Lyons at blyons4@elon.edu.  Review of candidates will begin in early July 2016 and candidates of interest will be notified to schedule a telephone interview or in-person interview at this summer’s Academy of Management Annual Meeting in Anaheim, CA.  Elon University is an equal opportunity employer committed to a diverse faculty, staff, and student body and welcomes all applicants.

The Department of Strategy & Organizations at EMLYON Business School invites applications for a full-time tenured-track position in Strategic Management (including International Strategy).

Based at the School’s Europe campus in Lyon, the successful candidate will demonstrate ability and potential for high quality research and teaching. All candidates should hold a Ph.D (or equivalent) or be nearing completion. Associate or Full Professor candidates must demonstrate a strong research publication track record and /or program (in highly regarded strategy journals such as those in the FT list), as well as good teaching abilities. Knowledge of French is not required, although it might be easier for everyday life outside of school. As courses at EMLYON Business School are taught in both English and French, we don't require foreigners to teach in French.

The successful candidate should expect to teach core courses in strategy, be comfortable to teach at all levels, perform service duties and would commence his/her engagement between January and September 2015. Salary and conditions are comparable with leading European business schools.

The application should consist of:

  • A cover letter, including motivation to join EMLYON Business School
  • A research and teaching statement
  • A current vita
  • The paper to be presented if invited for a job interview (preferably unpublished)
  • A copy of three publications or working papers
  • Teaching evaluations
  • Three letters of recommendation

The application package should be sent to Professors Philippe Monin < monin@em-lyon.com > and Philippe Riot < riot@em-lyon.com >, members of the Recruiting Committee.

Deadline: October 15th, 2014. Candidates are however strongly encouraged to apply as soon as possible as interviews will continue until the position is filled.

2014 Interviews at AOM and SMS annual meetings: We are available for interviews and informal discussions at the AOM annual meeting in Philadelphia (August 2014) and at the SMS meeting in Madrid (Sept. 2014). If you’re interested please send a current vita to Professors Monin (monin@em-lyon.com) and Philippe Riot (riot@em-lyon.com), by July 20th 2014.

The Strategy & Organization department at EMLYON Business School consists of 28 full time faculty members with expertise in strategy, organization theory, and entrepreneurship. 25 Ph.D. students are engaged in EMLYON's Ph.D. program, which focuses on strategy, organization and entrepreneurship. Research by members of the Strategy & Organization department has been published in the Strategic Management Journal, Strategic Organization, Academy of Management Journal, Organization Science, Organization Studies, Journal of International Business Studies, Management Science, Journal of Management Studies, Industrial and Corporate Change, American Journal of Sociology, Journal of Business Venturing, Entrepreneurship Theory and Practice, etc.

Among the members of the Strategy and Organizations Department are Professors Jean-Luc Arrègle, David Courpasson, Alain Fayolle, Bernard Forgues, Pierre-Yves Gomez, Zied Guedri, Joseph LiPuma, Ignasi Martí-Lanuza, Pablo Martin de Holan, Philippe Monin, Philippe Riot (Chair of the Department), Eero Vaara (part time), Ulrich Wassmer, and Filippo Wezel (part time).

Having recently celebrated its 140th anniversary, EMLYON Business School has consistently been ranked among the top in Europe. EMLYON Business School has campuses in Europe (Lyon) and Asia (Shanghai), offering graduate level training in business administration (MSc in Management, MBA, Executive MBA, Specialized Masters, Ph.D.) as well as executive development. The school's motto, "Educating Entrepreneurs For the World", highlights its focus: Educating –life-long learning is our mission– entrepreneurs –we believe the world needs entrepreneurs capable of creating new wealth and value– for –our vision is of leaders who know how to distribute fairly the value they have created–, and the World –because succeeding in business today requires experience in the wide range of cultural and economic systems across the world.

To learn more, visit http://www.em-lyon.com

Positions Available
  • A full-time faculty position at the Assistant or Associate Professor level in Corporate Finance (with a great knowledge in international finance)
  • A full-time faculty position at The Associate or Full Professor level in International Economics (with a great interest Asia-Pacific region)
  • A full-time position at the Assistant or Associate or Full Professor levels in International Human Resources Management and Intercultural Management
  • A full-time position at The Assistant or Associate Professor level in Marketing or Strategy with a strong expertise in the area of International Luxury Brand Management.

Job Requirements

  • Applicants must hold a doctorate or PhD degree, have a proven record in research and an international background or experience.
  • Applicants should demonstrate interest in teaching at both the graduate and executive level.
  • They should be able to teach in English and preferably have some knowledge of French.
  • Successful candidates will teach at the Masters, MBA and Executive levels including tailor-made programmes for international companies.

Application Procedures
Applications should preferably be submitted before April, 2011. The position will be filled in September 2011 (starting date is negotiable). Please visit http://www.em-lyon.com/english/faculty/recruitments/index.aspx for more information.

Special issue guest editors

Cristiano Bellavitis (Higher School of Economics, National Research University)

Igor Filatotchev (Cass Business School, City University London, and Vienna University of Economics and Business)
Dzidziso Samuel Kamuriwo (Cass Business School, City University London)
Tom Vanacker (Ghent University)

Introduction

Entrepreneurial firms are the backbone of economies and drivers of both economic development and employment. Young and innovative entrepreneurial firms are germane to the creation, development and growth of new technologies, industries and markets and create the most jobs. Yet, these firms often need considerable amounts of financial capital to sustain their growth. Over the last decades, the entrepreneurial finance literature emphasized the importance of business angels and venture capital investors.

However, despite the relevance of angel and venture capital financing, in recent years a whole set of relatively new sources of financing have emerged (e.g., Bruton, Khavul, Siegel and Wright, 2014). Entrepreneurs in science and technology start-ups can raise financing from numerous sources, such as accelerators and incubators, proof-of-concept centres, university-based seed funds, crowdfunding platforms, and IP-backed financial instruments. Moreover, contrary to common accounts of startup activity, research further shows that new entrepreneurial firms heavily rely on external debt sources, including bank financing (e.g., Robb and Robinson, 2014). Others argue that entrepreneurs can create and grow flourishing firms without raising the external financing that other firms consider to be essential, for instance, through financial bootstrapping and bricolage (e.g., Baker and Nelson, 2005; Winborg and Landström, 2001).

Considering the importance of entrepreneurial firms for the overall economic system, there is a need for research on these distinct sources of financing to understand how they impact start-ups (Fraser, Bhaumik and Wright, 2015). Extant research has only skimmed the surface in terms of exploring the ways (a) entrepreneurs rely on these relatively new sources of financing, (b) entrepreneurs use more traditional sources of financing (such as bank debt), which are typically assumed to be unavailable to early stage entrepreneurial firms, and (c) entrepreneurs use more or less creative strategies to realize “more with less”.

Furthermore, the entrepreneurial finance literature is largely segmented by the source of financing from which entrepreneurs obtain their financing. As highlighted by Cosh, Cumming and Hughes (2009) entrepreneurial finance studies focus, almost exclusively, on a single source of financing. Largely separate streams of literature have emerged in bank finance, lease finance, business angel finance, venture capital, private equity, supplier finance and more recently, crowdfunding. However, in practice, entrepreneurs often raise financing from a multitude of sources. Hence, we need a better understanding of how these various sources of financing interact and how different combinations support (or harm) entrepreneurial firms (Hanssens, Deloof and Vanacker, 2015).

Research topics
The special issue intends to further our knowledge of the latest trends in entrepreneurial finance, including the emergence of relatively new sources of finance, generally ignored sources of financing and strategies entrepreneurs can implement to realize more with less need for external financing. We also would like to explore how distinct sources of financing interrelate with each other and with more “classic” sources of entrepreneurial financing. We welcome papers adopting a multitude of methods, both empirical and theoretical contributions. Topics of interest include but are not restricted to the following:

  • What is the effect of being embedded in multiple funding networks to firm outcomes?
  • Are new sources of entrepreneurial financing going to replace or complement venture capital and angel finance? If so, how?
  • For which firms each funding source is more accessible?
  • What can firms do to increase the probability of raising new sources of entrepreneurial financing?
  • When and for which type of companies is each funding source more advantageous in boosting performance (e.g. survival, growth, M&A, IPO)?
  • And what is the ideal combination of funding sources for entrepreneurial firms performance?
  • How can entrepreneurs grow their firms without raising additional external financing?
  • Are there geographical differences in relation to entrepreneurial financing?
  • What sources of financing are available in developing countries?

Paper submission procedure

All submissions will be subject to the standard review process followed by Venture Capital: An International Journal of Entrepreneurial Finance. All manuscripts must be original, unpublished works that are not under review for publication elsewhere. Papers for the Special Issue should be prepared and formatted according to the Journal’s Instructions to Contributors and should be sent as a Word file to: Cristiano Bellavitis, Higher School of Economics, National Research University, Russia at CBellavitis@hse.ru

Key dates

The deadline for the submission of papers is 31 December 2015. We expect the following timing in between initial submission and publication of the Special Issue:
- 31st of March 2016: Completion of first round reviews
- 30th of April 2016: Decisions notified to authors
- 30th of September 2016: Revised submissions due
The Special Issue is scheduled for publication in early 2017. To support the development of papers, the editorial team is available at AOM (Vancouver).

Department: Business

Description:  Seeking a full time, tenure track candidate with academic credentials and related industry experience or related research/scholarship production desired.  The candidate must be academically qualified to teach in two business specialization areas, in support of our new Bachelor of Science in Global Business (BSGB) degree program.

Responsibilities: Teaching undergraduate courses in two specializations, focusing on:

A) Primary Specialization: Globally-focused Marketing, Management, or Economics;

AND

B) Secondary Specialization: Marketing, Management, Economics, Ethics, Airline/Aerospace Management/Ops, Business Information Systems, and/or Business Quantitative Methods.

The faculty member will teach 3-4 courses per semester, advise/mentor students, generate research/scholarship, and participate in a variety of service activities including industry outreach and student recruitment.

Qualifications:

A Ph.D. in one of the primary specialization areas noted in “A” above is required at the time of hire.  For the secondary specialization requirement, the candidate must have either: 18+ graduate credit hours AND/OR five years of recent professional experience (in the additional speculation areas listed in “B” above). Preferred candidates will have prior teaching experience, and an interest/scholarship focused on the Middle East, Latin America or Asia-Pacific regions.  A commitment to excellence in the delivery of undergraduate education is required.

Starting Date: August 2014

Salary:  Dependent upon qualifications.

General Info:

This position will be within the Department of Business at Embry-Riddle Aeronautical University in Prescott, AZ (approximately 90 min. north of Phoenix), an 1850-student mostly undergraduate campus with an established Aviation Business Administration (ABA) degree program, in candidacy for ACBSP accreditation, and holding accreditations from AABI and SACs.

Applicants should submit a letter of interest, curriculum vita, one letter of recommendation, and the names and telephone numbers of three references (including one who can discuss the candidate’s teaching abilities).  Student evaluations of teaching proficiency are also requested.

Review of candidate materials will begin immediately, and will continue until the position is filled.

________________________________

About Embry-Riddle Aeronautical University

Embry-Riddle Aeronautical University, the world’s largest, fully accredited university specializing in aviation and aerospace, is a nonprofit, independent institution offering more than 40 baccalaureate, master’s and Ph.D. degree programs in its colleges of Arts and Sciences, Aviation, Business and Engineering. Embry-Riddle educates students at residential campuses in Daytona Beach, Fla., and Prescott, Ariz., and through the Worldwide Campus with more than 150 locations in the United States, Europe, Asia and the Middle East. The university is a major research center, seeking solutions to real-world problems in partnership with the aerospace industry, other universities and government agencies.

The Web Address for applying for this position is www.erau.edu/jobs . The applicant needs to register first and then fills out the application and attach the requested documents.

For more information, visit www.embryriddle.edu,

Emerald is a leading English language publisher of academic and professional literature in business, management, economics, library and information studies, social sciences, engineering, language, linguistics, and transport. Emerald offers journals, books, ebooks, bibliographic databases, and case studies in accounting, finance, human resource management, and marketing among other business topics.

Over the last decade emerging market multinationals (EMNCs) have become important players in the world economy. This has led to increased interest in their behavior by academics and policy makers alike who are beginning to come to grips with the most important analytical and policy issues that affect the world economy due to the rise of EMNCs. A lively debate in the literature is discussing the applicability of lessons from the study of developed country multinationals to EMNCs, and the contributions that the study of EMNCs can offer to theories of the multinational enterprise in general.

Studies from developed economy multinationals recognize that both firm-specific and environmental factors help explain international diversification. Over the last decade, increasing attention has been given to the drivers of internationalization strategies of firms from emerging economies and evidence on the relationship between EMNCs’ competitive advantages and the nature of their internationalization strategies is beginning to emerge. In this context, extant literature has focused on aspects of home country environments as potential determinants of EMNCs’ advantages and internationalization processes. Erramilli, Agarwal and Kim (1997) observed “that firm-specific advantages are molded by home-country environment has received some empirical scrutiny and support.” Yet, there remain significant unresolved questions in the international business and strategic management literatures as to how the home environment of a firm impacts its international strategies and operations. The substantial increase in outward foreign direct investment from countries such as China and India emphasizes the importance of this question.

The global economy is shifting in ways that offer new opportunities and new challenges for firms from emerging economies. These firms often originate from institutional environments which are heterogenic and segmented, have co-evolved their structures and practices within idiosyncratic institutional environments, and need to overcome differences between diverse institutional settings in their foreign direct investments. These challenges are often compounded by limited organizational and managerial experience and capabilities to internationalize.

We believe that there are significant opportunities for improving our understanding of how home country environment affects various processes and outcomes that drive EMNCs, and thus to advance theories of the multinational enterprise. Consequently, we are soliciting empirical and theoretical work addressing these complex relationships between various forms of home country environmental heterogeneities and EMNCs. 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 of Asia Pacific Journal of Management (APJM):

• How do EMNCs leverage political and social ties at home to gain access to and/or leadership in foreign markets, especially developed country markets?
• How do the institutional framework and the resource endowment of the home country influence the patterns and processes of organizational learning and capability building that enable investments abroad?
• From a co-evolutionary perspective, what are the dynamics of the interrelationship between institutional change and corporate strategy? How do EMNCs leverage their experience abroad to impact institutional development at home?
• What is the extent and modalities through which emerging market governments influence the operations of EMNCs?
• What distinguishes international investment strategies by state-owned by privately-owned EMNCs? Is government ownership enabler or liability in internationalization?
• What role do country of origin formal (regulatory) and informal (cultural) institutions play in pace of internationalization and degree of international commitments?
• How do governance structures, such as ownership and managerial incentives, affect internationalization decisions and the success or failure of overseas operations?

All papers are to be submitted to the APJM website http://apjm.edmgr.com. The deadline for receipt of papers for this special issue is December 1, 2013. The format of submissions must comply with submission guidelines posted at the APJM website, and 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 (choose that in the “article type” item during the submission process).

Papers will be double-blind peer-reviewed. We will make initial editorial decisions by June, 2014. Authors invited to revise and resubmit their work will be invited to present the papers at the APJM special issue workshop to be held at the conference on “Emerging Economy Multinationals” at Copenhagen Business School in Copenhagen, Denmark.

The papers accepted and presented at the workshop will be considered for publication in a special issue of the APJM. Presentation at the workshop does not necessarily guarantee publication in the special issue. The combination of a workshop and a special issue nevertheless follows a highly successful APJM initiative to bring out the full potential of authors and papers. For questions about the special issue, please contact Bersant Hobdari, Guest Editor, at bh.int@cbs.dk.

Indicative Contemporary Literature

Bhaumik, S.K., Driffield, N. & Pal, S., 2010. Does ownership structure of emerging market firms affect their outward FDI? The case of the Indian automotive and pharmaceutical sectors, Journal of International Business Studies, 41: 437-450.
Boisot, M. & Meyer, W. 2008. Which way through the open door? Reflections on the internationalization of Chinese firms, Management and Organization Review 4(3): 349-366.
Buckley P.J., Clegg J., Cross A., Rhodes, H., Voss H. & Zheng, P. 2008. Explaining China's outward FDI: an institutional perspective', in: Sauvant, K. ed., The rise of transnational corporations from emerging markets, Cheltenham: Elgar.
Chen Y.Y. & Young, M.N. 2010. Cross-border mergers and acquisitions by Chinese listed companies: A principal–principal perspective, Asia Pacific Journal of Management 27(3): 523-539.
Cui, L. & Jiang, F. 2012. State ownership effect on firms’ FDI opwnership decisions under institutional pressure: A study of Chinese outward-investing firms, Journal of International Business Studies, online advance.
Dunning, J.H., 2006. Comment on ‘dragon multinationals: New players in 21st century globalization’, Asia Pacific Journal of Management 23, 139-142.
Erramilli, M. K., Agarwal S. & Kim S. 1997. Are Firm-Specific Advantages Location-Specific Too, Journal of International Business Studies 28(4), 735-757.
Filatotchev, I., Strange, R., Piesee, J. & Lien, Y.C. 2007. FDI by firms from newly industrialized economies in
emerging markets: Corporate governance, entry mode and location, Journal of International Business Studies, 38(4): 556-502.
Gammeltoft, P. 2008. Emerging multinationals: Outward FDI from the BRICS countries, International Journal of Technology and Globalisation, 4(1): 5-22.
Gubbi, S.R. Aulakh, P., Ray, S., Sarkar, M.B. & Chitoor, R. 2010. Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms, Journal of International Business Studies 41, 397–418.
Jormanainen, I. & Koveshnikov, A. 2012. International activities if emerging market firms: A critical assessment of research in top management journals, Management International Review, advance online.
Lin, W.-T., & Cheng, K.-Y. 2012. The effect of upper echelons’ compensation on firm internationalization. Asia Pacific Journal of Management. doi:10.1007/s10490-011-9261-9.
Luo Y.D., Xue Q. & Han B. 2010. How emerging market governments promote outward FDI: Experience from China. Journal of World Business 45(1): 68-79.
Mathews, J. A. 2006. Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23: 5-27.
Meyer, K.E. & Thaijongrak, O. 2013. The dynamics of emerging economy MNEs: How the internationalization process model can guide future research, Asia Pacific Journal of Management, in press.
Morck R., Yeung B. & Zhao M. 2008. Perspectives on China's outward foreign direct investment. Journal of International Business Studies 39(3): 337-350.
Ramamurti, R. 2012. What is really different about emerging market multinationals? Global Strategy Journal 2(1): 41-47.
Tan, D. & Meyer, K.E. 2010. Business groups’ outward FDI: A managerial resources perspective, Journal of International Management, 16(2): 154-164.
Yang, H., Sun, S. L., Lin, Z., & Peng, M. W. 2011. Behind M&As in China and the United States: Networks, learning, and institutions. Asia Pacific Journal of Management, 28(2): 239-255.

Multinational companies from emerging economies (EMNCs) are becoming major players in the globalized world economy and wield growing influence on economic dynamics in developed, emerging and developing countries alike. The foreign presence and operations of EMNCs are becoming increasingly intertwined with innovation and knowledge generation processes both at home and abroad.

While the extant literature tends to build on the assumption that firms internationalize on the basis of innovations carried out at home, EMNCs often engage in international activities with the intent to access technologies they lack or to acquire resources enabling them to strengthen their innovative capabilities.

There are a range of challenges associated with such activities. Identifying, assessing, accessing and absorbing technology and knowledge from abroad is rife with challenges. Compounding these challenges, EMNCs are often engaging asymmetrically with foreign partners much stronger than themselves in a particular technological domain. Vice-versa, relinquishing technology to EMNCs may pose dilemmas to incumbents as well as nations.

At a more aggregate level, innovation-related outward foreign direct investment is contingent upon and in turn influences the broader institutional innovation system in which the investing firm is embedded. For example, competitive dynamics at home may drive firms to seek technology abroad; successful absorption of foreign technology may require an enabling knowledge infrastructure at home; and technologies acquired abroad may in turn spill over into the wider domestic innovation system.

In host economies, innovation-related investments by EMNCs may bring about synergies and infuse local firms with required capital and market access, while at the same time intensifying competition in technological domains. Where high-tech clusters in developed economies are concerned, the nature and impact of EMNC presence remains insufficiently analyzed.

This special issue solicits papers related to the broad theme of the relationship between emerging economy multinationals and innovation and knowledge flows, whether perceived at micro, meso or macro level. Conceptual, representative and case-based papers alike are welcomed.

Subject Coverage

Topics include but are not limited to:

• Which roles of outward foreign direct investment (OFDI) are coming to play in the innovation processes of EMNCs, at both strategic and operational levels?
• Why, how and with which outcomes are EMNCs engaging in innovation-related OFDI?
• What are the implications for incumbent MNCs in developed countries, e.g. in terms of competitive and collaborative dynamics?
• How do host governments respond to technology-seeking investments by EMNCs? To which extent do they promote them, and what may be appropriate facilitating frameworks?
• What are the macroeconomic and institutional contingencies and implications for home economies of innovation-related investments?
• What are the opportunities and threats for host economies of these investments?

Notes for Prospective Authors

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. (N.B. Conference papers may only be submitted if the paper was not originally copyrighted and if it has been completely re-written).

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

Editors and Notes

All papers must be submitted online. To submit a paper, please read our information on preparing and submitting articles. If you experience any problems submitting your paper online, please contact submissions@inderscience.com, describing the exact problem you experience. Please include in your submission the title of the Special Issue, the title of the Journal and the names of the Guest Editors.

Editors

James Agarwal, Haskayne School of Business, University of Calgary, Canada

Terry Wu, University of Ontario Institute of Technology, Canada

We invite academics and practitioners who are interested in the area of global marketing to submit book chapters for possible publication in the proposed book entitled "Emerging Issues in Global Marketing: A Shifting Paradigm".  This book is expected to be published in early 2018 by Springer

Brief Description

The increasing global competition for goods and services has led many business firms to develop international marketing strategies as part of their corporate mandate and corporate strategy. While previously the focus of international marketing was largely focused on the cultural and institutional differences, there has been an exponential growth in innovation and technological advances (e.g., social media and big data) especially in emerging markets that is impacting the approach to global marketing as business firms reach out to potential customers globally. Simultaneously, signs of new market potential with authoritarian regimes are promising as embargoes are lifted (e.g., normalized US-Cuba relations).  However, at the same time, emerging political risks and security concerns are changing the global game plan as countries weaken their commitment to regional trade blocs (e.g., UK and Brexit) and economies falter under populist leadership (e.g., Venezuela). The traditional approach to global marketing is no longer sufficient to address the emerging issues in global markets for the 21st century. Global companies need to take a new look at the contemporary threats and opportunities in markets, institutions, and technology and how they affect entry and expansion strategies through careful marketing-mix combinations.

Against this background, this book aims to address the paucity of research that currently exists in this area. In particular, this book will cover both the emerging theories and applications of global marketing for the 21st century. It aims to be of relevance to both academic researchers and practitioners globally such as CEOs and chief marketing officers as well as government officials and policy makers interested in formulating strategies/policies for global marketing activities in the face of a globalized economy.

With this perspective in mind, we invite you to submit a chapter that will offer new insights into emerging and cutting-edge issues in global marketing and highlight how global marketing strategies are changing in a globalized and digital economy that is fast changing.  The objective of this book is to present emerging issues and shifting paradigms in global marketing. Both conceptual and empirical (quantitative, qualitative and mixed methods) papers are welcome. Potential topics of interest include, but are not limited to, the following topics: 

  • Globalization, Regionalization, De-Regionalization: Emerging Theoretical Frameworks in the Context of Emerging Economies (e.g., BRICS, Brexit)
  • Marketing Issues, Impact, and Implications of WTO on Globalization
  • Political Risk for Global Marketers in Populist, Xenophobic, and Authoritarian Regimes
  • Emerging Frameworks of Political Risk, Corruption, and CSR Strategies in Global Markets
  • Emerging Theories of Cultural and Institutional Distance:  Concepts, Dynamics, Crossvergence, and Measurement Issues
  • Global Marketing Research: Sampling Equivalence, Measurement Equivalence, Levels of Analysis, Hierarchical Modeling, Big Data and Customer Analytics and Techniques
  • Emerging Theories on Global Entry Strategies: Exporting, Contractual Agreements, and FDI
  • Lead Markets and Clusters of ‘R&D’ Innovation in Global Markets
  • Global, Regional, Local Branding Strategies in an Age of Growing Counterfeit Markets
  • Firm, Market, and Government Policy Factors in Global Pricing
  • Traditional versus Social Media Advertising: New Trends and Budget Allocation
  • Changing Nature of Global Retail Landscape
  • E-Commerce and M-Commerce (social media): New Global Marketing Challenges and Strategies
  • International Entrepreneurial Firm Growth and Expansion Strategies: Firm Specific and Country Specific Advantages
  • Global Marketing in Services (Deregulation, WTO, Sector Specific Issues)

Timeline

  • Submit a book chapter proposal: November 15, 2016
  • Notice of accepted chapter proposal: December 15, 2016
  • Submission of full book chapter: June 15, 2017
  • Final chapter submission after revisions: August 15, 2017 

Submission Process

Chapter proposals must be submitted by November 15, 2016 to be considered.  We will make initial editorial decisions on chapter proposals by December 15, 2016.  Authors of accepted proposals will be invited to submit their full book chapters by June 15, 2017.  All submissions will be double-blind peer-reviewed.  Contributors may be asked to serve as reviewers.  

  • You are invited to submit a 2-3 page chapter proposal 
  • Manuscripts must be original, and should not have been previously published or currently under consideration by other books or journals.
  • Please submit your chapter proposals via email to both editors: James Agarwal, james.agarwal@haskayne.ucalgary.ca; Terry Wu, terry.wu@uoit.ca.
  • All submissions must follow the format and reference styles from the Journal of International Business Studies.   

Any questions pertaining to the book chapters, please contact the co-editors:

Dr. James Agarwal: james.agarwal@haskayne.ucalgary.ca

Dr. Terry Wu: terry.wu@uoit.ca

References:    

Agarwal, James and Terry Wu (2015), “Factors Influencing Growth Potential of E-Commerce in Emerging Economies: An Institution-Based N-OLI Framework,” Thunderbird International Business Review, 57(3), 197-215.

Agarwal, James and Dorothee Feils (2007), “Political Risk and the Internationalization of Firms: An Empirical Study of Canadian-based Export and FDI Firms,” Canadian Journal of Administrative Sciences, Vol. 24, No. 3, 165-181.

Agarwal, James and Terry Wu (2004), “China's Entry to WTO: Global Marketing Issues, Impact, and Implications,” International Marketing Review, 21(3), 279-300.

Agarwal, James, Naresh K. Malhotra and Ruth N. Bolton (2010), “A Cross-National and Cross-Cultural Approach to Global Market Segmentation: An Application Using Consumers’ Perceived Service Quality,” Journal of International Marketing, 18(3), 18-40.

Antia, Kersi D., Mark Bergen and Shantanu Dutta (2004), “Competing with Gray Markets,” MIT Sloan Management Review, Vol. 46, No. 1, 63-69.

Coviello, Nicole (2015), “Re-Thinking Research on Born Globals”, Journal of International Business Studies, 46, 17-26.

Malhotra, N. K., Agarwal, James & Ulgado, Francis. M. (2003). Internationalization and Entry Modes: A Multitheoretical Framework and Research Propositions. Journal of International Marketing, 11(4), 1-31.

Meyer, Klaus E. and Mike W. Peng (2016), “Theoretical Foundations of Emerging Economy Business Research,” Journal of International Business Studies, 47, 3-22.

Steenkamp, Jan-Benedict (2014), “How Global Brands Create Firm Value: The 4V Model” International Marketing Review, Vol. 31. No. 1, 5-29.  

Van Hoorn Andre and Robert Maseland (2016), “How Institutions Matter for International Business: Institutional Distance Effects vs. Institutional Profile Effects,” Journal of International Business Studies, 47, 374-381.

Over the last decade the significance of emerging economies in Africa, Asia-Pacific and Latin-/ South America in global logistics and supply chain management (LSCM) has been increasing. Using these regions as a context, research attention is beginning to be devoted to a market commonly known as the “Base of the Pyramid” or BOP. The BOP includes the majority of the world’s population, predominately residing in the least developed countries, who make up the bottom of the world’s economic pyramid. Involving the BOP as a pool of potential customers requires vigorous private and public partnerships that are willing to assume shared responsibility and implement sustainability practices beyond narrowly defined economic/productivity-based goals. It is therefore time for LSCM researchers to consider emerging issues related to BOP markets.

The objective of this STF is to raise awareness of the BOP market, and to encourage ground-breaking research in this domain. While current research is scarce in this area, we believe in the great potential of this domain. Desired topics include, but are not limited to the following:

  1. Impact of trade agreements on LSCM strategic practices involving BOP markets.
  2. Conceptual frameworks that examine complexity related to sustainable LSCM involving BOP customers.
  3. Empirical examinations of the role of LSCM in achieving competitive advantage for BOP markets.
  4. Theories and models that integrate LSCM principles (e.g. quality management, outsourcing, innovation, supplier development) within the BOP context.
  5. Interdisciplinary analyses of techno-culture interactions in LSCM for BOP entities.
  6. Critical roles of global LSCM for building sustainable environments for BOP entities.
  7. Case studies and theoretical frameworks in LSCM related to building products and services involving BOP markets.

All topically appropriate papers will go through JBL’s double-blind review process. Submission will be accepted between March 1 and March 31, 2016. You can learn more by e-mailing one of the guest editors at hult@broad.msu.edu, Paul.Hong@Utoledo.Edu, or Schoenherr@broad.msu.edu. Please submit your paper via Manuscript Central. Note that it is a special topic forum submission.

This special issue aims to enhance the understanding of the contemporary role of politics in the global economy and its significance for international business. At a more general level, the special issue aspires to contribute to a better integration of the role of politics and of non-markets strategies into international business theories, dimensions that have so far not been subjected to much systematic treatment.

The focus on outward investment from emerging economies and emerging market multinational enterprises (EMNEs) supports this agenda particularly well. It serves as a laboratory or extreme case to bring out more clearly the different dimensions of the special issue theme and their implications. Issues of politics, policies and institutions are often especially pronounced, both in home and host countries, when we consider EMNEs relative to multinationals from advanced economies (AMNEs). EMNE strategies are becoming entwined with those of governments, political parties, lobbyists, and other formal and informal institutions, in a variety of constellations. In emerging-economy home countries, where market failures and institutional voids tend to be widespread, the state more often than not plays a relatively active role in the economy and EMNE strategies and operating modes are more conditioned by politics, policies and non-market considerations. In advanced-economy host countries, there are often more sensitivities associated with EMNEs than with AMNEs, and political and regulatory responses are more pronounced. In both emerging and developing economy host countries, it is not uncommon for EMNE activities to be underpinned and conditioned by formal or informal interactions between home and host country governments. This special issue aspires to shed more light on the multi-level interrelationships between politics and EMNEs’ internationalization and the non-market agenda for their international strategy.

Over the last decade, outward investment from emerging economies has been steadily rising as a share of total outward investment (Goldstein & Shaw, 2007; Gammeltoft, 2008). Recent backlashes notwithstanding, more and more EMNEs are becoming competitive in an increasing number of markets and sectors on the basis of accumulated technological and managerial skills and abilities to manage global supply chains (Ramamurti & Singh, 2009; Gammeltoft, Barnard & Madhok, 2010). Yet, over the course of the same decade, the conditions for operating across borders have undergone significant changes. Succeeding the global financial crisis, national governments have resorted to interventionist and protectionist measures to safeguard domestic jobs and the competitiveness of national firms. Deglobalization rhetoric has been pronounced in a number of countries where nationalist and populist parties and individuals have elicited significant electoral support. However, the resort to measures impeding the flow of goods, capital, people and information has not been confined to individual countries. Other contemporary events such as the US-China trade and technology war, sanctions against Russia, Brexit, and the Covid-19 pandemic have further compounded some of these challenges.

More generally, the global economy has witnessed a widespread resurgence of politics in the wake of the environmental changes such as the global financial crisis, electoral support for nationalist governments, and the Covid-19 pandemic. This represents a marked shift from the preceding period from the 1990s onward, where neoliberal policies were dominant and there was more widespread consensus about the rules, norms and principles that would promote growth and stability. Today, with a considerably more entropic world order, the models and theories applied for a couple of decades to global economic change may benefit from reconsideration and extension to better take the new political circumstances into account. In recent years, international business theory has developed a much better appreciation of the importance of institutions. Yet, the role of politics and policies is yet to be systematically theorized and has so far been treated primarily as a source of risks and costs.

The increasing role of politics has been particularly pronounced where EMNEs’ expansion and performance are concerned. In the global economy, the locus of financial and political power is shifting towards emerging economies and in emerging economies, both state ownership and political support are essential pillars for the success of many EMNEs (Panibratov & Michailova, 2019). Political and institutional factors over time become embedded within EMNEs, transforming country-specific advantages into firm-specific ones. These political and policy issues associated with EMNEs meet with concern and policy responses, e.g. regarding their motives and competitive behavior (Panibratov, 2012), which leads to the increase of political bargaining between EMNEs and host countries’ governments, with examples such as Huawei in the US, or Gazprom in the EU. Ability to leverage politics constitutes a competitive advantage for EMNEs adding to their competitiveness and flexibility in their cross-border operations. Although economic motivations of EMNEs continuously develop and get more sophisticated, political factors remain an important tool to facilitate their expansion.

The resurgence of politics is manifest at multiple institutional levels, viz. firms, organizations, states, and multinational regimes. Most evidently, national governments have become less intent on integrating with other economies and international regimes and more intent on devising policies to better promote their own national interests, e.g. through protectionist measures and subsidies (Evenett, 2019). Abroad, governments mobilize representations, diplomacy and debt and aid conditionalities in support of commercial goals. More heavy-handed national regulation and incentives in home and host countries affects flows of goods, capital, people and information through both push and pull effects (Avioutskii & Tensaout, 2016). Hence, the global economy has become more adversarial and shifted from a more rule-based and transparent environment towards one that is more transactional and opaque.

At the level of firms, in many countries, the international competitiveness of national firms is more and more becoming a government rather than just a private concern, in particular of course where state-owned companies are involved (Cuervo-Cazurra et al., 2014; Panibratov & Michailova, 2019). EMNEs adjust their strategies to better deal with the new and more volatile political and regulatory environment and attendant risks and uncertainties (John & Lawton, 2017; Globerman, 2017; Stoian & Mohr, 2016; Villa, Rajwani & Lawton, 2015). The ability to leverage politics is becoming more important for the competitive advantage of EMNEs and firms are increasingly engaging in and formalizing political activities through lobbyism, political advocacy, CSR and other nonmarket strategies (Doh, Lawton, & Rajwani, 2012; White, Hemphill, Joplin, & Marsh, 2014).

At the level of international regimes, multiple international agreements, organizations, partnerships etc., such as the WTO, the TPP and the TTIP, have lost momentum and stagnated or even receded and in some domains new and contesting international regimes are being introduced, e.g. the AIIB, RCEP, BRICS and SCO, challenging those which were for a while hegemonic. At the level of civil society organizations and the general public, populist and anti-globalization movements have gained more strength and influence in a variety of countries and domains.

In addition to the distinct institutional levels, the special issue theme can be approached from different topical perspectives, for example:

Political risk perspective: Host country political risk has been widely analyzed in the literature. Home country political risk, on the other hand, has been less scrutinized. Companies may over time accumulate capabilities in managing political risks and hence may lower their overall exposure to them or mitigate them better. We encourage authors to address the issue of the political risk and respective political strategies of EMNEs in host countries, developed as well as developing.

Political capital perspective: While prior research has recognized the value of firms’ political capital in the home country and demonstrated that political connections provide firms with a favorable access to home country resources (Goldman, Rocholl, & So, 2013; Zhu & Chung, 2014), benefits (as well as liabilities) of political capital can also appear in host markets. We invite papers studying EMNEs’ internationalization through the lenses of political power balances and distribution, bargaining, and other basic features of political markets integrated in the IB context.

Non-market strategy / corporate political activity (CPA) perspective: The wide range of political strategies used by MNEs to influence host government decision-making is one of the cornerstones of the CPA concepts, and has raised a significant interest recently from international business and political economy scholars (Akbar & Kisilowski, 2015; Doh, Lawton, & Rajwani, 2012; Hillman, 2005). It is important to study further how the non-market mechanisms (e.g. CPA or lobbyism) affect the internationalization of EMNEs and OFDI from emerging economies.

Geopolitical perspective: EMNEs may occasionally serve as conduits for home country government influence over certain regions for socio-cultural or historical reasons and governments in emerging economies can leverage strategic partnerships in neighboring regions to strengthen their position in international political and economic relations (Maksakova, 2014). We seek papers addressing geopolitical issues of EMNE-host country relations such as the rise of economic nationalism (Zhang & He, 2014), the role of supranational institutions (Weinberg, 2016), and the involvement of politics in economic relations in general.

More generally, this special issue seeks contributions, which extend the understanding of the multi-level interplay between political processes, governance and policies and the internationalization of emerging market multinationals and the implications it holds for firms, governments and international regimes. This broader theme spans a wide range of specific topics and can be approached with different disciplinary, theoretical and empirical lenses. Hence, the editors welcome both theoretical and empirical papers, applying qualitative, quantitative or mixed methods, and encourage contributions from a range of disciplines, such as international business, strategy and organization, political science, political economy, economic geography, regional studies, economic sociology, as well as cross-disciplinary contributions. Papers aimed at advancing the theoretical frontier of the understanding of the significance of politics and policies for EMNEs and outward investment from emerging economies are particularly welcome.

Extending the understanding of the role of politics in the internationalization of EMNEs imposes few restrictions on the international business themes that may be addressed: most conventional IB themes may be subjected to a deeper and more explicit analysis of how they may be conditioned by politics. At the firm level, analysis may pertain to governance, strategies, and operations of firms alike. Firms’ more prevalent non-market strategies partly reflect, partly shape political processes and policy outcomes. At the level of governments, interventions in both domestic (e.g. factor and product) and international (e.g. trade and investment) markets impact on EMNE internationalization, and at the supranational level, trade and investment regulation and agreements is an important theme along with the dynamics with which these regimes evolve, partially under the influence of multinational firms and national governments.

Indicative but by no means exhaustive issues pertaining to the theme of the special issue include the following:

  • How and with which outcomes do home governments support the internationalization of EMNEs, both domestically and abroad?
  • What are the roles of diplomacy and soft power in EMNE internationalization?
  • How do dynamics between different levels of government in home countries, e.g. central vs regional, affect EMNE internationalization?
  • How and with which effects do host governments seek to capture the opportunities and mitigate the risks from the increasing presence and strengths of EMNEs?
  • Which non-market strategies do EMNEs deploy to mobilize the support of or to mitigate the adverse effects of governments in home and host countries?
  • How and to which extent do EMNEs respond to political changes in host countries’ institutional and governmental system in their corporate political activity?
  • Do EMNEs' non-market strategies vary systematically with firm characteristics such as forms of ownership, governance, nationality, industry or certain types of capabilities?
  • How do protectionist measures and increasing regulatory scrutiny in host economies influence international strategies and supply chain organization of EMNEs?
  • How do EMNEs manage increasing political risk and regulatory uncertainty?
  • How have supranational institutions and international regimes evolved to shape EMNE internationalization? How do firms and governments seek to actively influence their evolution?
  • How do civil society organizations, popular movements and the media shape the responses to EMNE internationalization?

 

ADDITIONAL INFORMATION

Please address your questions to the guest editors: pg.egb@cbs.dk; panibratov@gsom.spbu.ru

Call for papers at the IBR website: https://www.journals.elsevier.com/international-business-review/call-for-papers/emerging-market-multinationals

 

REFERENCES

Akbar, Y.H. and Kisilowski, M. (2015), ‘Managerial agency, risk, and strategic posture: Nonmarket strategies in the transitional core and periphery’, International Business Review, 24(6): 984-996.

Avioutskii, V. and Tensaout, M. (2016), ‘Does politics matter? Partisan FDI in Central and Eastern Europe’, Multinational Business Review, 24(4): 375-398.

Cuervo-Cazurra, A., Inkpen, A., Musacchio, A., & Ramaswamy, K. (2014), ‘Governments as owners: State-owned multinational companies’, Journal of International Business Studies, 45(8): 919-942.

Doh, J. P., Lawton, T. C. and Rajwani, T. (2012), ‘Advancing nonmarket strategy research: Institutional perspectives in a changing world’, Academy of Management Perspectives, 26(3): 22-39.

Evenett, S. (2019), ‘Protectionism, state discrimination, and international business since the onset of the global financial crisis’, Journal of International Business Policy, 2(1): 9-36.

Gammeltoft, P. (2008), 'Emerging multinationals: outward FDI from the BRICS countries', International Journal of Technology and Globalisation, 4(1): 5-22.

Gammeltoft, P., Barnard, H. and Madhok, A. (2010), ’Emerging multinationals, emerging theory: Macro- and micro-level perspectives’, Journal of International Management, 16(2): 95-101.

Globerman, S. (2017), ‘A new era for foreign direct investment?’, Multinational Business Review, 25(1): 5-10.

Goldman, E., Rocholl, J. and So, J. (2013), ‘Politically connected boards of directors and the allocation of procurement contracts’, Review of Finance, 17(5): 1617-1648.

Goldstein, A. and Shaw, T.M. (2007), Multinational Companies from Emerging Economies: Composition, Conceptualization and Direction in the Global Economy, London: Palgrave Macmillan.

Hillman, A. (2005), ‘Politicians on the board of directors: Do connections affect the bottom line?’, Journal of Management, 32(3): 464-481.

John, A. and Lawton, T. C. (2017), ‘International political risk management: Perspectives, approaches and emerging agendas’, International Journal of Management Reviews, 20(4): 847-879.

Maksakova, M. (2014), ‘Vozvrashchenie Rossii na Balkany: ehkonomicheskij aspect’, Observer, 9: 50-63.

Panibratov, A. (2012), Russian Multinationals: From Regional Supremacy to Global Lead, London, New York: Routledge.

Panibratov, A. and Michailova , S. (2019), ‘The role of state ownership and home government political support in Russian multinationals’ internationalization’, International Journal of Emerging Markets, 14(3): 436-450.

Ramamurti, R. and Singh, J.V. (eds.) (2009), Emerging Multinationals in Emerging Markets, Cambridge: Cambridge University Press.

Stoian, C. and Mohr, A. (2016), ‘Outward foreign direct investment from emerging economies: escaping home country regulative voids’, International Business Review, 25(5): 1124-1135.

Villa, M.A. De, Rajwani, T. and Lawton, T. (2015), ’Market entry modes in a multipolar world: Untangling the moderating effect of the political environment’, International Business Review, 24(3): 419-429.

Weinberg, J. (2016). ‘European Union member states in cross-national analyses: The dangers of neglecting supranational policymaking’, International Studies Quarterly, 60(1),1: 98–106.

White, G. O., Hemphill, T. A., Joplin, J. R. W. and Marsh, L. A. (2014), ‘Wholly owned foreign subsidiary relations-based strategies in volatile environments’, International Business Review, 23(1): 303-312.

Zhang, J. and He, X. (2014), ‘Economic nationalism and foreign acquisition completion: the case of China’, International Business Review, 23(1): 212-227.

Zhu, H. and Chung, C. (2014), ‘Portfolios of political ties and business group strategy in emerging economies: Evidence from Taiwan’, Administrative Science Quarterly, 59(4): 599.

“Name some Brazilian multinationals. Even harder than "famous Belgians", isn't it? Despite Brazil being the world's eighth-largest economy, with plenty of big, profitable firms, few of them have a reasonable share of their operations abroad and are thus genuinely multinational.” The Economist, Sept 21, 2000.

 “For the first time Brazil has a crop of companies that can be described as multinationals. Some of them are already well known outside Brazil: Petrobras; Vale, one of the world’s largest mining companies; and Embraer, the world’s third-largest maker of passenger jets.” The Economist, November 12, 2009.

These two quotes from the British newspaper The Economist reflect the change in view about Multilatinas, or Latin American multinational companies. The reason is not that there were no Multilatinas before 2000. In fact, there have been Multilatinas for over a century. For example, the Argentinean shoemaker Alpargatas was created in 1885 and established subsidiaries in Uruguay in 1890 and in Brazil in 1907. The reason is that there were few studies analyzing Multilatinas before the 2000s. This was part of a general trend in the international business literature that appeared to have ignored the region. For example, a review of articles in two leading journals in the field of international business (Journal of International Business Studies and Management International Review) in the period 1987-1997 indicated that fewer than 6% of the articles mentioned Latin America (Elahee and Vaidya, 2001). This paucity of studies on the region had not changed in recent times. A review of studies in four leading international business journal (Journal of International Business Studies, Management International Review, Journal of World Business, and International Business Review) in 2001-2005 indicated that only 2.75% of articles studied firms in the region (Perez-Batres, Pisani and Doh, 2010). Nevertheless, a few analyses of multinationals have indicated that firms from this region are becoming multinational rapidly and some of them are becoming leaders in their industries (Casanova, 2009; Cuervo-Cazurra, 2008,; Fleury and Fleury, 2010; Santiso, 2013).

In this special issue we plan to take stock of what is known about these firms and identify potential avenues for future research. Other special issues of the Journal of World Business have analyzed various regions of the world such as India (Varma and Budhwar, 2012), China (Laforet, Paliwoda and Chen, 2012), Africa (Kamoche, 2011), the Middle East (Mellahi, Demirbag and Riddle, 2011), and Korea (Paik and Lee, 2008). This special issue contributes to the global scope of the Journal of World Business by studying firms from Latin America, which have, thus far, been underrepresented in the management and business literature (Brenes, Montoya and Ciravegna, 2014).  With this special issue, we aim to not only increase our understanding of Multilatinas, but also to identify the particular characteristics of their internationalization and how it compares with the internationalization of firms from other regions.

The rise of emerging market multinationals has been well documented (for example see the papers in the special issues edited by Aulakh, 2007; Cuervo-Cazurra, 2012; Gammeltoft, Barnard and Madhok, 2010; Luo and Tung, 2007; and in the books edited by Cuervo-Cazurra and Ramamurti, 2014; Ramamurti and Singh, 2007, Sauvant, 2008; Williamson et al., 2013), yet the literature on emerging market multinationals has thus far focused mainly on firms from regions other than Latin America. With this Special Issue of Journal of World Business, we aim to fill this gap, contributing to the international business literature and the body of knowledge documenting the practices of multinational companies.

This call is an attempt to integrate different aspects that might have influenced the growth and internationalization of Latin American firms. We welcome theoretical, empirical, methodological and case studies submission addressing, but not limited to, the following issues:

  • Successful Multilatinas expanding outside their region
  • Comparative ownership advantages/disadvantages of Multilatinas
  • Internationalization patterns of Latin American firms
  • The internationalization of state-owned Latin American firms
  • Institutional constraints for Latin American companies to internationalize
  • Foreign performance of Latin American firms
  • Effects of exports promotion agencies on the internationalization of Latin American firms
  • Governance in Multilatinas
  • The internationalization of Latin American business groups  
  • Global leadership in Multilatinas
  • Dimensions of management diversity in Multilatinas
  • Determinants of outward FDI from Latin America
  • The role of governments in Latin American International Business
  • Corporate social responsibility and sustainable practices in Multilatinas
  • The role of family-owned business conglomerates in Multilatinas
  • Oligopolistic structures and internationalization in Multilatinas
  • Multilatinas and economic and political crises
  • Cultural challenges in doing business from Latin America
  • The role of Latin American diaspora and returning emigrants in international business

Submission process:

By May 4, 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: Latin American MNCs’ 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:

References:

Aulakh, P. S. (2007). Emerging multinationals from developing economies: motivations, paths, and performance. Journal of International Management, 13, 338-355.

Brenes, E. R., Montoya, D., & Ciravegna, L. (2014). Differentiation strategies in emerging markets: The case of Latin American agribusinesses. Journal of Business Research, 67, 847-855.

Casanova, L. (2009). Global Latinas: Latin America's emerging multinationals. Palgrave Macmillan.

Cuervo-Cazurra, A. (2008). The multinationalization of developing country MNEs: The case of Multilatinas. Journal of International Management, 14, 138-154.

Cuervo-Cazurra, A. (2012). How the analysis of developing country multinational companies helps advance theory: Solving the Goldilocks debate. Global Strategy Journal, 2, 153-167.

Cuervo-Cazurra, A., & Ramamurti, R. (2014). Understanding multinationals from emerging markets. Cambridge: Cambridge University Press.

Economist. (2001). Brazil's Gerdau: Who dares wins. The Economist. www.economist.com/node/374586

Economist. (2009). Special Reports Economist Brazil. The Economist. www.economist.com/node/14829517

Elahee, M. N., & Vaidya, S. P. (2001). Coverage of Latin American business and management issues in cross-cultural research: An analysis of JIBS and MIR 1987-1997. International Journal of Organization Theory & Behavior, 4, 21-31. 

Fleury, A. & Fleury, M. T. L. (2011). Brazilian multinationals: Competences for internationalization. Cambridge: Cambridge University Press

Gammeltoft, P., Barnard, H., & Madhok, A. (2010). Emerging multinationals, emerging theory: macro- and micro-level perspectives. Journal of International Management, 16, 95-101.

Kamoche, K. (2011). Contemporary developments in the management of human resources in Africa. Journal of World Business, 46, 1-4.

Laforet, S. Paliwoda, S. and Chen, J. (2012). Introduction. Journal of World Business, 47, 1-3.

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

Mellahi, K., Demirbag, M., & Riddle, L. (2011). Multinationals in the Middle East: Challenges and opportunities. Journal of World Business, 46, 406-410.

Paik, Y., & Lee, S. H. (2008). Introduction. Journal of World Business, 43, 1-4.

Pérez-Batres, L.A., Pisani, M.J., & Doh, J.P. (2010). Latin America’s Contribution to IB Scholarship. Academy of International Business Insights, 10, 3-7. 

Ramamurti, R., & Singh, J. V. (eds). (2009). Emerging multinationals from emerging markets. Cambridge: Cambridge University Press.

Santiso, J. (2013). The decade of the Multilatinas. Cambridge: Cambridge University Press.

Sauvant, K. P. (ed). (2008). The rise of transnational corporations from emerging markets: Threat or opportunity? Northampton, MA: Edward Elgar.

Varma, A., & Budhwar, P. (2012). International Human Resource Management in the Indian context. Journal of World Business, 47, 157-338.

Williamson, P., Ramamurti, R., Fleury, A., & Fleury, M. T. (eds). (2013). Competitive advantages of emerging country multinationals. Cambridge: Cambridge University Press.

Objective

Emerging markets firms venturing into advanced economies has received increasing attention from both academics and practitioners (Atsmon, Kloss, & Smit, 2012; Luo & Tung, 2007). Although existing research has examined various aspects of this important phenomenon, such as the role of government (Luo, Xue, & Han, 2010), ownership and entry mode choice (Cui & Jiang, 2012), and absorptive capacity and overseas acquisitions (Deng, 2010; Liu & Woywode, 2013), there is the need to unpack contextual factors and to explore how context can influence the business leader’s decision making and managerial practices amid the venturing abroad phenomenon by emerging market enterprises.

Context matters a great deal for international business research and practices, such as the multiple embeddeness of multinational enterprises and local contexts (Meyer, Mudambi, & Narula, 2011). Cultural difference has an important bearing for emerging market firms venturing abroad. For instance, favours are a medium of exchange for social capital and prevalent in business in emerging markets (Teagarden & Schotter, 2013). However, such business practices might not be available in advanced economies which might become obstacles for emerging markets firms, or induce misunderstanding and confusion for Western managers. Despite under the same umbrella concept of emerging economies (Hoskisson, Wright, Filatotchev, & Peng, 2013), yet, emerging markets can vary on most significant dimensions—institutionally, economically, culturally, socially, technologically (Teagarden, 2013). Hence, there is the need to delineate and specify the contextual factors and boundary conditions with respect to emerging markets firms venturing into advanced economies. Furthermore, marketing practices in emerging markets may challenge the assumptions of received body of knowledge (Sheth, 2011).

The international marketing strategy of emerging market firms might pursue different strategy against the conventional wisdom (Vrontis, 2003; Vrontis, Thrassou, & Lamprianou, 2009). Mergers & Acquisitions (M&A) is a complex and sophisticated international management topic which involves multi-faceted challenges for managers in both emerging and developed markets (Weber, Tarba, & Oberg, 2014). M&A was identified as one primary market entry mode for emerging markets firms venturing abroad (Deng, 2012; Gomes, Angwin, Weber, & Tarba, 2013). One recent study shows that Chinese firms adopted an innovative post- acquisition integration approach largely due to the influence of contextual factors (Liu & Woywode, 2013). In addition, the ambidexterity perspective might largely advance our understanding of multinational enterprises from emerging economies (Chebbi, Yahiaoui, Thrassou, & Vrontis, 2014; Luo & Rui, 2009).

We embrace a pluralist view on emerging markets (Von Glinow & Teagarden, 2009) and encourage scholars to gain a nuanced contextualized understanding of emerging markets firms venturing into advanced economies through a comparative international management perspective (Luo, Sun, & Wang, 2011). Therefore, we seek for thought-provoking research on contexts and emerging markets firms venturing into advanced economies, and welcome both empirical (qualitative as well as quantitative) and conceptual contributions. Especially, we hope to highlight the practical implications derived from rigorous scholarship, to inform practice and provide insights for business practitioners and/ or policy makers. It is of significant importance to nurture future business leaders with a global mindset (Javidan, Teagarden, & Bowen, 2010), and we suggest a better understanding of emerging market firms venturing into advanced economies can help business leaders as well.

This SI aims to attract a variety of papers that can move the exciting research agenda further. Topics appropriate include, not limited to, the following:

  • Institutions (formal and/ or informal) impact on emerging markets firms venturing abroad
  • Commonalities and differences among emerging markets firms venturing abroad, BRIC (Brazil, Russia, India, China) countries and beyond
  • Standardization vs. adaptation of international marketing of emerging markets firms
  • Learning and (reverse) knowledge transfer of emerging markets firms venturing abroad
  • International marketing practices and market entry strategy
  • Ambidexterity, HRM and leadership practices
  • Strategic management from a comparative international perspective
  • Community involvement and non-market strategy

We encourage cross-fertilization approach by blending different theoretical lenses (Oswick, Fleming, & Hanlon, 2011), and we particularly welcome scholars from strategy and international business to join our stimulating discussions. Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. All papers are refereed through a double-blind peer review process. A guide for authors and other relevant information for submitting papers are available on the Author Guidelines page. http://www3.interscience.wiley.com/journal/117946257/grouphome/ForAuthors.html

Important Dates

  • Submission deadline: November 1, 2014
  • Publication release: 2016

Articles must be submitted through Thunderbird International Business Review’s Manuscript Central electronic submission system: http://mc.manuscriptcentral.com/tibr

Please ensure your article abides by the scope and formatting conditions of this journal, which are detailed at http://www.thunderbird.edu/knowledge_network/tibr/submission.htm When submitting your article, please specify in your cover letter that you are submitting to the special issue on “Emerging Markets Firms Venturing into Advanced Economies”.

For additional information, please contact the special issue editors: Demetris Vrontis, School of Business, University of Nicosia, vrontis.d@unic.ac.cy, Yipeng Liu, Kent Business School, University of Kent, Y.P.Liu@kent.ac.uk

References

Atsmon, Y., Kloss, M., & Smit, S. 2012. Parsing the Growth Advantage of Emerging-Market Companies. Mckinsey Quarterly, 3: 10-14. Chebbi, H., Yahiaoui, D., Thrassou, A., & Vrontis, D. 2014. Building Multi-Unit Ambidextrous Organizations - A Transformative Framework. Human Resource Management: Forthcoming. Cui, L., & Jiang, F. 2012. State ownership effect on firms' FDI ownership decisions under institutional pressure: a study of Chinese outward-investing firms. Journal of International Business Studies, 43(3): 264-284. Deng, P. 2010. What determines performance of cross‐border M&As by Chinese companies? An absorptive capacity perspective. Thunderbird International Business Review, 52(6): 509-524. Deng, P. 2012. The Internationalization of Chinese Firms: A Critical Review and Future Research*. International Journal of Management Reviews, 14: 408-427. Gomes, E., Angwin, D. N., Weber, Y., & Tarba, S. Y. 2013. Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre‐and Post‐M&A Connections for Improved Performance. Thunderbird International Business Review, 55(1): 13-35. Hoskisson, R. E., Wright, M., Filatotchev, I., & Peng, M. W. 2013. Emerging Multinationals from Mid‐Range Economies: The Influence of Institutions and Factor Markets. Journal of Management Studies, 50(7): 1295-1321. Javidan, M., Teagarden, M., & Bowen, D. 2010. Making it overseas. Harvard Business Review, 88(4): 109-113. Liu, Y., & Woywode, M. 2013. Light-touch Integration of Chinese Cross-Border M&A: The Influences of Culture and Absorptive Capacity. Thunderbird International Business Review, 55(4): 469-483. Luo, Y., & Rui, H. 2009. An ambidexterity perspective toward multinational enterprises from emerging economies. Academy of Management Perspectives, 23(4): 49-70. Luo, Y., Sun, J., & Wang, S. L. 2011. Comparative strategic management: An emergent field in international management. Journal of International Management, 17(3): 190-200. Luo, Y., & Tung, R. L. 2007. International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38(4): 481-498. Luo, Y., Xue, Q., & Han, B. 2010. How emerging market governments promote outward FDI: Experience from China. Journal of World Business, 45(1): 68-79. Meyer, K. E., Mudambi, R., & Narula, R. 2011. Multinational enterprises and local contexts: the opportunities and challenges of multiple embeddedness. Journal of Management Studies, 48(2): 235-252. Oswick, C., Fleming, P., & Hanlon, G. 2011. From borrowing to blending: Rethinking the processes of organizational theory building. Academy of management review, 36(2): 318-337. Sheth, J. N. 2011. Impact of emerging markets on marketing: Rethinking existing perspectives and practices. Journal of Marketing, 75(4): 166-182. Teagarden, M. B. 2013. Not All Emerging Markets Are Created Equal. Thunderbird International Business Review, 55(3): 235-236. Teagarden, M. B., & Schotter, A. 2013. Favor prevalence in emerging markets: A multi-level analysis. Asia Pacific Journal of Management, 30(2): 447-460 Von Glinow, M. A., & Teagarden, M. B. 2009. The future of Chinese management research: rigour and relevance redux. Management and Organization Review, 5(1): 75-89. Vrontis, D. 2003. Integrating adaptation and standardisation in international marketing: the AdaptStand modelling process. Journal of Marketing Management, 19(3-4): 283-305. Vrontis, D., Thrassou, A., & Lamprianou, I. 2009. International marketing adaptation versus standardisation of multinational companies. International Marketing Review, 26(4/5): 477-500. Weber, Y., Tarba, S. Y., & Oberg, C. 2014. A Comprehensive Guide to Mergers and Acquisitions: Managing The Critical Success Factors Across Every Stage of The M&A Process. USA & UK: Pearson & Financial Times.

The rise of multinational corporations (MNCs) from emerging markets has been a major development during the last decade. Publications such as the UNCTAD Global Investment Report and the FT Global 500 indicate the increasing share of these companies among the world’s largest multinationals. This development not only relates to the BRICs, but also comprises companies from countries such as Indonesia, Malaysia, Mexico, Saudi-Arabia, Singapore, South Africa, Taiwan, Turkey and others. Explaining the rather sudden rise of these companies has become somewhat of a growth industry over the last years. (Brennan 2011, Sauvant et al. 2010). Various International Business scholars have developed or modified long established analytical instruments in order to account for the rise of these companies. Theories such as the Eclectic Paradigm (Dunning 1986) or the Product Cycle Model (Wells 1983) have been extended in order to account for the rise of these companies while others such as the Linking, Leverage, Learning-approach (Mathews 2002) have been proposed to address this novel phenomenon.

However, many of these approaches do not fully take into account that the institutional and political background in the home states of these companies may be quite different from the ones within most countries of the established centre of the world economy and that this background may be a very important one for understanding the transnational activity of these corporations (Goldstein 2007, Ramamurti 2008). Moreover, literature has only begun to address the implications of this institutional background for the global economic order (Nölke and Taylor 2010, Nölke 2011).

This call for papers is based on the assumption that a major feature of emerging market MNCs appears to be their close relationship with their home country states. To be sure, many Western MNCs cultivate close relationships with their home states as well (as, for instance, recently witnessed in the financial sector), but this special issue will investigate whether and where there is a special quality of relationship between the state and major corporations stemming from countries outside of the recent centre of the world economy, as well as explore how this special quality affects the cross-border activities of these corporations.

In order to study this claim, a number of topics may be highlighted that might form the focus of individual contributions, both comprising of specific public policies and more general structural issues. A first set of topics looks at the role of (partial) state ownership/(former) public enterprises among emerging markets MNCs, direct financial support by (para-) state bodies, such as development banks or pension funds, as well as the importance of close, formal or informal inter-personal networks between major corporations and public officials in these countries, as far as this proximity and these support measures directly effect the cross-border operations of emerging market MNCs.

The close relationship between emerging markets multinationals and their home states may, however, not be limited to a domestic issue. Corporations and governments may also cooperate quite closely with regard to trans-/international relations. A number of issues could be explored in this context:

•       Close relations between corporations and governments for gaining access to natural resources in other countries.
•       Cooperation between emerging market MNCs and home state governments with regard to negotiations about global/regional economic regulation, e.g. with regard to the selective protection of intellectual property rights or to competition policies that are geared towards the support of emerging “national champions”.
•       The non-enforcement of international regulations by home state governments, e.g. accounting and auditing standards or corporate governance regulations that prevent unfriendly take-overs, particularly by rival multinationals.
•       The different role of these MNCs with regard to private transnational governance, e.g. with regard to social and environmental standards.
•       The degree of integration of emerging market MNC managers in transnational organizations of the global capitalist class – vis-à-vis their primary identification with domestic state-based class networks.
Generally, the close relationship between these corporations and their home states may be considered as a problematic affair, not only from the perspective of liberals that despise any intervention of the state in economic affairs. We welcome papers that give special attention to the potential effects of this relationship with regard to:
•       The concentration of economic and political power due to the collusion of public officials and MNC owners/managers and its effect for the cross-border operation of firms.
•       Public policies that are biased towards the transnational expansion of big companies, thereby disadvantaging broad social groups (e.g. high consumer prices due to weak competition policies).
•       The emergence of international tensions, due to the use of governments in order to further company strategies (or the use of corporations for political strategies).
In order to study the agenda outlined above, we seek contributions by political scientists, political economists and critical business scholars, but also from scholars with a background in sociology, geography or business history. Moreover, we are seeking contributions from all regions of the world, in particular from emerging market economies.

Time schedule

The submission of manuscripts will follow a two step-approach. The first round is based on an initial call for abstracts (300 – 5000 words) with a deadline of 15 March 2012. A selected number of authors will subsequently be invited for an authors’ workshop on 18/19 June 2012 in Parma/Italy, sponsored by the COST Action IS 0905 “The Emergence of Southern Multinationals and their Impact on Europe”. Participation will be open to both members of the COST Action and other scholars. Papers for this workshop will be due 31 May 2012.

The submission deadline for manuscripts with CPoIB will be 1 December 2012, with initial reviewing to be completed by 28 February 2013, revisions due by 1st May 2013, final decisions by 1 August 2013, and anticipated publication in early 2014. Submission of manuscripts will be open to all scholars, not limited to participants of the authors’ conference in June 2012.

Submissions should follow the author guidelines for Critical Perspectives on International Business which can be found at http://www.emeraldinsight.com/cpoib.htm.

Please direct questions, proposals and papers to the special issue Guest Editor at: a.noelke@soz.uni-frankfurt.de.

About the Guest Editor

Dr. Andreas Nölke is Professor of Political Science, with a special focus on International Relations and International Political Economy at Goethe University, Frankfurt. His research interests include comparative capitalism, emerging markets, financialization, deep integration, private governance and transnational policy networks. He has published articles in leading journals such as World Politics, Review of International Political Economy, Journal of Common Market Studies and Business and Politics.

References

Brennan, L. ed. (2011), The Emergence of Southern Multinationals: Their Impact on Europe, London/New York: Palgrave Macmillan.
Dunning, J. H. (1986) “The Investment Development and Third World Multinationals,” in K. M. Khan (ed.) Multinationals of the South: New Actors in the International Economy, London/New York: Palgrave Macmillan.
Goldstein, A. (2007), Multinational Companies from Emerging Economies, London/New York: Palgrave Macmillan.
Mathews, J. A. (2002) “Competitive Advantages of the Latecomer Firm: A Resource-Based
Account of Industrial Catch-Up Strategies,” Asia Pacific Journal of Management 19: 467-488.
Nölke, A (2011) “Non-triad Multinational Enterprises and Global Economic Institutions, in: D. H. Claes and C. H. Knutsen (ed.), Governing the Global Economy. Politics, Institutions, and Economic Development, London/New York: Routledge.
Nölke, A and H. Taylor (2010), Non-triad Multinationals and Global Governance: Still a North-South Conflict?, in: M. Ougaard/A. Leander (eds.), Business and Global Governance, London/New York: Routledge.
Ramamurti, R. (2008) “What Have We Learned about Emerging-Market MNEs?,” Paper
Prepared for Conference on Emerging Market Multinationals: Outward FDI from Emerging and Developing Economies, 9-10 October 2008, Copenhagen: Copenhagen Business School.
Sauvant, K. and G. McAllister with M. Maschek eds. (2010), Foreign Direct Investments from Emerging Markets, London/New York: Palgrave Macmillan.
Wells, L. T. (1983) Third World Multinationals: The Rise of Foreign Investment from Developing Countries, Cambridge, Mass: The MIT Press.

The study of a multinational company (MNC) has been a fundamental component of the international business literature. While there have been significant variations in the strategies and structures of MNCs from different advanced regions, they have tended to share technological, marketing, and managerial strengths, enabling them to overcome the so-called liability of foreignness in a variety of markets. They have invested for the most part in wholly or majority-owned subsidiaries, transferred technology, products, and knowledge from headquarters to their operations around the world, and relied on elaborate bureaucratic mechanisms and financial controls (Guillen and Garcia-Canal, 2009).
Recent years have seen the emergence of a growing number of MNCs from emerging economies as diverse as Brazil, China, Korea, India, Malaysia, Mexico, Russia, Singapore, Taiwan, and Turkey (Goldstein et al, 2006). Whereas these firms have essentially had humble beginnings, some of them have become global leaders in the meantime (Li and Kozhikode, 2008; Guillen and Garcia-Canal, 2009). The new MNCs operate internationally using entry modes such as alliances, joint ventures and wholly owned subsidiaries. Some of them are small and product focused and others are large and diversified (Guillen and Garcia-Canal, 2009). The literature has referred to them as “thirdworld multinationals” (Wells, 1983), “latecomer firms” (Mathews, 2002), “unconventional multinationals” (Li, 2003), “challengers” (BCG, 2008), and “emerging multinationals” (Accenture, 2008; Goldstein, 2007).

In spite of the interest in the topic of emerging multinationals as such, the academic literature is still based on the observation of firms from the so-called Triad (i.e. US, EU and Japan). Only recently a growing strand of literature has begun to question the phenomenon (Li, 2003). The Journal of International Business Studies (2007), the Journal of International Management (2007), the International Journal of Technology and Globalization (2008) and Industrial and Corporate Change (2009), for example, have dedicated special issues to the topic (Amighini et al, 2007). Although these issues have indeed published some very interesting pieces of work on emerging multinationals, those studies have largely focused on the nature of their competitive advantage, motivations, investment development paths and internationalization patterns (Amighini et al, 2007). This has also been the case for books published on the topic. For example, while Sauvant (2009) has comprehensively analyzed the rise and features of emerging multinationals, managerial aspects typical in these types of companies have not explicitly been dealt with. Also Ramamurti and Singh (2009) have asked why so many firms in emerging economies have internationalized so aggressively in the last decade, what competitive advantages these firms enjoy, and what the origins of those advantages are; however, their work has also largely neglected numerous management perspectives.
In academic studies, attempts to understand emerging multinationals have originated primarily from the “developed world” towards “developing countries”. Developing economies have been studied in their relation to investors and corporations expanding into them. Radhakrishnan (1994) has referred to this focus as the “I think therefore you are” syndrome. Genuine developments of emerging multinationals have been subsumed under the overarching explanatory power of Western theories. This attitude has inadvertently affected management and leadership studies. Western management has been regarded as a universal norm, and non-western management practices have been judged against this norm. The proponents of the so-called convergence hypothesis (e.g., Kerr et al, 1960) have argued that management systems would converge towards the models originating from the U.S. From this starting point, patterns in other countries have been viewed either as derivative of, or deviations from, the U.S. model (Locke et al, 1995). MNCs from developed countries have been given the status of ‘mainstream’, and emerging multinationals have been regarded as ‘unconventional’.

In recent years, it has been realized that many of the Western management practices and managerial styles cannot be transplanted exactly in the same manner to other culture and country contexts. Western management literature presents a model of organizational life that may or may not be appropriate in a non-Western business context. This is especially true for emerging multinationals. When Western management theories are applied directly, they may not match the local and cultural understanding of managerial problems and functions in non-Western MNCs. For example, unlike Western management theories, which emphasize delegation, empowerment, and power sharing as key component of effective leadership, research in many developing countries show that a more directive and autocratic management style is accepted and even legitimized (Badawy, 1980; Hofstede, 1984, Dia, 1994). Whereas especially the American view on management tends to overplay the influence of the top manager (Meindl, Ehrlich, and Dukerich, 1985; Meindl and Ehrlich, 1987), paternalism is valued and found in many developing nations (e.g., Dorfman and Howell, 1988). Similarly, counter to Western management paradigms which emphasize consistency and logic, research on management in many developing countries shows that behaving in accordance with the manager's beliefs, personalized and informal methods of conducting interpersonal business affairs and face saving are accepted as personal qualities of effective leaders (Abdullah, 1996).
In this book, we aspire to provide a new vantage point to management in emerging multinationals. Our aim is to create a state-of-the-art overview of management in emerging multinationals, from the point of view of these organizations themselves. We want to identify an analytic typology of cultural characteristics in order to interpret differing approaches to rationality, motivation, ethics and interpersonal relationships in a managerial context. We aim to illustrate the strengths and weaknesses of various managerial approaches in different national contexts. Readers of the book will better understand the interplay among country and company cultures, corporate strategy, as well as individual differences in an emerging country´s MNCs. We will also be able to evaluate the generalizability of models from Western cultures in a more balanced manner. To summarize, in Marsden’s words (1991, p. 36), it is our aim to “… begin from where the people are, rather than from where development (and management) experts would like them to be…”.

The chapters included in this book can potentially make significant contributions to the theory and practice of management of MNCs by facilitating our understanding of universally applicable theories and concepts. The book will target students and researchers of international business and postgraduate students in such courses as international management, cross-cultural studies, and international business.

Topics covered include but are not limited to:

  • Cultural congruence and cultural differences in the interpretation of management in emerging country MNC’s
  • Traits, skills and styles of managers in emerging country MNC’s
  • General leadership styles of managers from emerging multinationals
  • Motivation techniques of managers from emerging multinationals
  • Communication and decision making styles
  • Control mechanisms (management of processes and outputs)
  • Value orientations and ethical dimensions of managers from emerging multinationals
  • Negotiation styles of and between managers in emerging multinationals
  • Multinational applications of generic strategies in emerging multinationals
  • Societal culture: Influences on organizational culture in emerging multinational contexts


We are looking to include both conceptual and empirical papers in this edited book. Relevant case study examples are also welcome.

Notes for Potential Authors
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. All papers are refereed through a peer-review process. Please be prepared to review and comment on some of the submitted articles for this book.

Important Dates
Deadline for submissions of extended abstracts: March 30, 2010
Deadline for submissions of completed papers: July 1, 2010
Double blind review of papers and feedback from review given to the author(s) by: September 30, 2010
Deadline for final submission of corrected papers: December 15, 2010
No changes can be made to the papers after: January 15, 2011

Editors and Notes
You may send one copy in the form of an MS Word file attached to an e-mail (details in Author Guidelines) to both the following:
Assoc. Prof. Dr. Dilek Zamantili Nayir (dznayir@marmara.edu.tr)
Assoc. Prof. Dr. Vlad Vaiman (vlad@ru.is)


References
Abdullah, A. (1996), Going Glocal: Cultural Dimensions in Malaysian Management, Malaysian Institute of Management, Kuala Lumpur.

Accenture. (2008). The rise of the emerging-market multinational. Retrieved December 3rd, 2009 from http://www.accenture.com/Global/Accenture_Blogs/Accenture_High_Performance_Business_Blog/January_2008/The+Rise+of+the+Emerging+Market+Multinational.htm

Amighini A., Sanfilippo M. and Rabellotti R. (2007), Emerging economic regional powers and local systems of production: new threats or new opportunities?, WP SERIES – N. 04/09 The rise of multinationals from emerging countries. A review of the literature

Badawy, M.K. (1980), Styles of mid-eastern managers, California Management Review 22 (2), 51-58.

BCG. (2008). The 2008 BCG 100 new global challengers: How top companies from rapidly developing economies are changing the world. Retrieved November 20th, 2009 from http://www.asiaing.com/how-100-top-companies-from-rapidly-developing-economies-are-changing-the-world-a-bcg-r.html.

Dia, M. (1994), Indigenous management practices: lessons for Africa's management in the '90s, in Serageldine, I. and Taboroff, J. (Ed.), Culture and Development in Africa, World Bank, Washington, DC. 165-191.

Dorfman, P.W. and Howell, J.P. (1988), Dimensions of national culture and effective leadership patterns: Hofstede revisited, Advances in International Comparative Management 3, 127-150.

Goldstein A., Bonaglia F. and Mathews J. (2006), Accelerated internationalization by emerging multinationals: The case of white goods,
Working paper, retrieved on October 12th, 2009 from http://dea2.univpm.it/quaderni/pdf/270.pdf.

Guillen M.F. and Garcia-Canal E. (2009), The American model of the multinational firm and the “new” multinationals from emerging economies, Academy of Management Perspectives 23 (2), 23-35.

Goldstein, A. (2007). Multinational companies from emerging economies. New York: Palgrave Macmillan.

Hofstede, G. (1984), Cultural dimensions in management and planning, Asia Pacific Journal of Management 1, 81-99.

Kerr, C., Dunlop, J. T., Harbison, F., and Myers, C. A. (1960). Industrialism and industrial man: The problems of labour and the management of economic growth. Cambridge, MA: Harvard University Press.

Li, P. P. (2003). Toward a geocentric theory of multinational evolution: The implications from the Asian MNEs as latecomers. Asia Pacific Journal of Management, 22(2), 217–242.

Li J. and Kozhikode R. K. (2008), Knowledge management and innovation strategy: The challenge for latecomers in emerging economies, Asia Pacific Journal of Management 25, 429–450.

Locke, R., Piore, M., and Kochan, T. (1995). Introduction. In R. Locke, T. Kochan, and M. Piore (Eds.), Employment relations in a changing world economy. Cambridge, MA: MIT Press

Mathews, J. A. (2002). Dragon multinationals: A new model of global growth. New York: Oxford University Press.

Meindl, J.R. and Ehrlich, S.B. (1987). The romance of leadership and the evaluation of organization performance. Academy of Management Journal, 30 (9), 91 - 109.

Meindl, J.R., Ehrlich, S.B. and Dukerich, J,M. (1985). The romance of leadership. Administrative Science Quarterly, 30, 78-102.

Marsden, D. (1991). Indigenous management. International Journal of Human Resource Management, 2(1), 21–38.

Radhakrishnan, R. (1994). Postmodernism and the rest of the world. Organization, 1: 305–340.

Ramamurti R. and Singh J. V. (2009), Emerging multinationals in emerging markets, Cambridge University Press; 1 edition.

Wells, L. T. (1983). Third world multinationals: The rise of foreign investment from developing countries. Cambridge, MA: The MIT Press.

Emlyon business school is looking for a full/associate professor in strategic management / international strategy, with a preference for scholars doing quantitative research.

The candidate is willing to contribute and participate in collaborative research projects and associated teaching in and around international strategy, business and corporate strategy, or related topics in strategic management with other members of the Strategy & Organization (S&O) department.

The S&O department is home to 27 scholars with diverse backgrounds and interests in Strategic Management and Organization Theory. The S&O department aims at high quality research, as reflected in its publication record in A-level journals (AJS, AMJ, ASQ, ASR, ETP, JBV, JIBS, JMS, JoM, JWB, Org Science, Org Studies, SMJ, SO, Str Sc, etc.). Tight connections with different kinds of organizations provide opportunities for research and engaged scholarship.

The appointment is expected to begin September 1st, 2025, in our new facilities downtown Lyon. The selected candidate is expected to be based in Lyon or nearby. Emlyon has a relocation policy to support the moving process.

Job Qualifications

 We are looking for candidates with the following qualifications in line with their level of application:

  •  At least 4 or 5 years of successful experience as a faculty member
  •  PhD / doctorate degree in strategy, management, or related fields
  • A strong publication track record in top-tier management journals and publication pipeline
  • Evidence of excellent teaching in English at different levels
  • Desire to collaborate in a collegial and dynamic department and to engage in all aspects of academic life.

We strongly encourage people of all backgrounds (gender, ethnic background, nationality) to apply. Salary and conditions are competitive and commensurate with qualifications and experience.

About Emlyon

Emlyon business school, one of the leading French "Grandes Ecoles" in Management, holds a triple accreditation (AACSB, EQUIS, and AMBA). It has consistently been recognized for its research (2nd in France for research in management in the latest Shanghai ranking), employability of its students (2nd in France and 41st worldwide in the latest THE ranking). Emlyon has recently become a benefit corporation and its focus on CSR transpires into education (its Executive MBA is ranked 4th worldwide by the FT in the CSR category). It offers a wide range of programs including BBA, MSc in Management, Specialized Master's degrees, MBA, DBA, PhD, as well as open and tailor-made executive programs. A world-class institution, emlyon welcomes in its Faculty 172 highly qualified professors whose research informs the scientific conversation as well as economic and societal debates. The school counts four campuses around the world, in Lyon, Paris, Shanghai, and Mumbai.

Further information about emlyon business school can be found at: http://www.em-lyon.com/en/

Local Enviorment

Emlyon business school is at the center of a vibrant ecosystem of large universities with excellent research in engineering, computer science, natural sciences, social sciences, and humanities (see: https://www.onlylyon.com/en). A UNESCO World Heritage Site, Lyon is the second largest city in France, with a long tradition in entrepreneurship and with a strong digital industry. Renowned for its gastronomy, the city is a 2-hr train ride to several European major cities, Alpine ski resorts, and Mediterranean beaches.

Application Requirements 

  • A cover letter including motivation to join emlyon business school
  • An up-to-date curriculum vitae
  • A research statement (with research samples and pipeline)
  • A teaching statement (with teaching evaluations)
  • Names and contact information of two referees

Please address your application package, or any question about the position to Professor Bernard Forgues, Chair of the Recruitment Committee, by email at: forgues@em-lyon.com(with "Strategy/IS position" in the Subject line) by November 1st, 2024.

Candidates are strongly encouraged to apply as soon as possible, as application screening will begin immediately, and continue until the position has been filled.

Informal Interviews at AIB Annual Meeting

Professors Addis Birhanu and Jean-Luc Arregle will attend the AIB conference in Seoul and will be available for meetings or informal discussions. If you are interested, please send a current vita to Emmanuelle Ravinet (ravinet@em-lyon.com), she will coordinate with them to organize informal meetings.

CALL FOR AUTHORS: Encyclopedia of Emerging Markets A Gale | Cengage Learning Reference We are inviting academic editorial contributors to the Encyclopedia of Emerging Markets to be published in 2013 by Gale | Cengage Learning. The Encyclopedia of Emerging Markets explores the world’s fastest-growing and newly flourishing emerging markets to include those countries in which a previously untapped potential for exports or investment is anticipated. Nations typically characterized under this banner are often developing countries, but they may also be economically formidable countries with markets that are increasingly open to exports. This single volume reference includes overviews of 33 countries currently identified as displaying the most rapid growth in social, business, and industrial activities. The market overview articles range from 2,000 to 3,000 words and are comprised of key macroeconomic data, geographic, political, and industrial factors, as well as comprehensive data on the nation’s GDP. 67 industry profiles articles ranging from 2,500-4,000 words also examine the markets which are at the forefront of the select countries’ bourgeoning economies. A list of contributors is included in the volume as well as an index and a thorough glossary. The following nations will be covered: Argentina Bangladesh Brazil Bulgaria Chile China Colombia Czech Republic Egypt Hungary India Indonesia Israel Malaysia Mexico Morocco Nigeria Pakistan Peru Philippines Poland Romania Russia South Africa South Korea Taiwan Thailand Tunisia Turkey United Arab Emirates (UAE) Ukraine Venezuela Vietnam We are now making article assignments with a deadline of November 15, 2012. If you are interested in contributing to the Encyclopedia of Emerging Markets, it can be a notable publication addition to your CV/resume and broaden your publishing credits. Moreover, you can help ensure that accurate information and important points of view are credibly presented to students and library patrons. Compensation is an honorarium payment of $.03 per word. The list of available articles and style guidelines are prepared and will be sent to you in response to your inquiry. Please then select which unassigned articles may best suit your interests and expertise. If you would like to contribute to building a truly outstanding reference with the Encyclopedia of Emerging Markets, please contact me by the e-mail information below. Please provide a brief summary of your background in global business topics, or provide your CV. Thanks for your time and interest. Thomas Walzer Author Manager markets@golsonmedia.com 

Chapter contributions are now invited from leading international scholars and experienced researchers in the field of women’s entrepreneurship for an exciting new book Entrepreneurial Ecosystems and Growth of Women’s Entrepreneurship: A Comparative Analysis, to be published by Edward Elgar Publishing Inc. in 2017.

The Diana International Project (1) is committed to advancing knowledge about the status of women’s entrepreneurship around the world. This book is the eighth volume in the series associated with the Project and will build on the success of the first volume - Brush, C., Carter, N.M., Gatewood, E.J., Greene, P.G. and Hart, M. (eds.) (2006) Growth-oriented Women Entrepreneurs and their Businesses: A Global Research Perspective. This new volume will further consider the various national and international, social and contextual influences on women’s entrepreneurship by examining ecosystems, and how these affect and influence growth strategies and business potential.

The objective of this book is to foster a provocative discussion about topics on women’s entrepreneurship and growth considering ecosystem frameworks. While it is anticipated that many of the contributors will already be part of the Diana International Project, we are aiming for an inclusive discussion on women’s entrepreneurship. Thus, chapters are particularly sought from researchers in geographic regions less represented in the Project, specifically Africa, Asia and South America.

Chapter submissions should be based on rigorous empirical or theoretical research, and should discuss and analyse one of the following:

  • key cultural, historical, social, political and economic (contextual) influencing factors on the ecosystems and how these influence growth and development of women’s entrepreneurship in a particular country (or group of countries)
  • strategies which were successfully adopted by nascent or established women entrepreneurs (or which could logically be adopted by them) to enhance the growth potential of their business within their ecosystems. 
  • comparisons of  country, regional or area ecosystems and their influence on growth strategies for women entrepreneurs
  • deep analysis of a single ecosystem considering its gendered aspects and how these influence growth strategies for women’s entrepreneurship

The overall aim of the book is to highlight key growth influences on women’s entrepreneurship, and to offer valuable insights into the mechanics of women’s entrepreneurship globally. 

June 2015

Diana Conference, Babson College

October 1, 2015

Expressions of interest/abstracts from participating authors.

October 30, 2015

Formal invitation/submission guidelines to selected authors.

January 1, 2016

Submission of draft chapters & initial review process.

March 1, 2016

Completion of feedback to authors.

May 1, 2016    

Submission of revised chapters from authors (including necessary permissions for diagrams, etc).

June 30, 2016

Ongoing editing of chapters by editorial team.

June/July 2016 

 

Completion of Prelims, Introduction & Conclusions.

 

Sept. 1, 2016

Submission of final manuscript to Edward Elgar.

If you are interested in submitting a chapter, please express your interest, in the first instance, by putting together a chapter abstract, as per the guidelines below, and forwarding it to GA_EElgarBook@bentley.edu, by October 1, 2015.

For an informal discussion on your submission, please contact any of the editors.

Submission Guidelines:

  1. A cover letter with all author affiliations and the paper title
  2. 3 page (double-spaced) abstract
    1. Include title- but NO AUTHOR information
    2. Research question/purpose of the chapter
    3. Theoretical foundation
    4. Data source(s) and methodology
    5. Implications/contributions
  3. Please submit your proposals to: GA_EElgarBook@bentley.edu

(1) The Diana Project was launched in 1999 by Professors Brush, Carter, Gatewood, Greene and Hart, to study the phenomenon of women’s entrepreneurship in the United States.  The Diana Project team, in partnership with ESBRI (Entrepreneurship and Small Business Research Institute, Sweden), inaugurated the Diana International Project (DIP) in 2003. DIP currently involves researchers from 16 countries worldwide and aims to provide a platform from which to develop, conduct and share a global research agenda dedicated to answering questions about women entrepreneurs and growth oriented businesses.

 

 

Africa is no longer the lost continent! Yet, the development of entrepreneurship is still in its early stages. If entrepreneurship is expected to contribute to Africa’s development, a great deal more needs to be done! This Special Issue of the JDE will focus on the nature and implications of entrepreneurship in Africa. Manuscripts may address any phase or aspect of the entrepreneurial process such as start-up, finance, growth, management, and influences of and effects on economic development. Studies may focus solely on one country or on comparisons between countries. All manuscripts must contribute to the editorial mission of the JDE.

The following are examples of topics of submitted manuscripts:

1. Women and Entrepreneurship
2. Roots of entrepreneurship in Africa
3. Special Opportunities and Challenges faced by entrepreneurs
4. Entrepreneurship and economic reforms
5. Cross-country comparisons and implications
6. The use of social networks (domestic and global).
7. Regional differences
8. Public Policy
9. Entrepreneurship education
10. Financing Issues

A double-blind review process will be employed to select manuscripts for publication. Each manuscript will be reviewed by two reviewers as well as being given topical considerations.
The length of the manuscript should not exceed 25 pages including all references, tables, and figures. Submitted manuscripts should follow the formatting and style guidelines provided in the Journal. Please submit your manuscript electronically by November 30, 2009 to jde@listserv.syr.edu:

Special Issue Co-Editors: Peter Koveos and Pierre Yourougou, Syracuse University; Ben Amoako-Adu, Wilfrid Laurier University

Guest Editors:

Paola Vola, University of Eastern Piedmont, Novara, Italy

Sylvia Rohlfer, CUNEF, Madrid, Spain

Lucrezia Songini, University of Eastern Piedmont, Novara, Italy

The competitive landscape of the twenty-first century is dynamic, highlighting the need for organizations to be entrepreneurial. Thus, a scientific dialogue on entrepreneurial orientation and spirit in family businesses and SMEs has emerged as a relevant topic. However, the capacity to conjugate entrepreneurial spirit of family businesses and smaller enterprises with the managerialization of the organizational structure and mechanisms as well as the professionalization of people involved in the company is critical for the long-term survival and development of those firms.

Research on managerialization of SMEs and family firms points out that they are characterized by a lower adoption of managerial mechanism, as a consequence of the strong linkages between the owners/managers and the enterprise; and/or the lack of managerial knowledge at the ownership, governance and management levels. It is commonly underlined that the management in these firms is characterized by some degree of informality and that individual and social control systems are more suited to these enterprises, due to common shared values and languages, informal relationships etc. (Marlow, Taylor and Thompson, 2010; Saundry, Jones and Wimberley, 2014; Rohlfer, Munoz and Slocum, 2016).

However, some authors stated that formal mechanisms could help family owned businesses to cope with the interests and problems of both the company and the family, and their specific agency costs (Rue and Ibrahim, 1996; Schulze et al., 2003; Songini, Gnan et Malmi, 2013; Della Torre and Solari, 2013). Literature on family firms recognizes the importance of managerialization and professionalization in smoothing succession’s process.

This special issue of Management Revue and the corresponding Track 03_09 – Entrepreneurship and Managerialization in SMEs and family firms, under SIG 03 – Entrepreneurship, at EURAM 2017, provides an opportunity to take stock of developments on these issues, particularly on the adoption of management mechanisms and the professionalization of SMEs and family firms and their balance with entrepreneurial spirit.

We are looking for contributions that explore the ability of successful SMEs and family business to maintain fresh entrepreneurial spirit while consolidating management and control mechanisms, and introducing professional managers, but also for contributions that analyze the consequences of losing momentum in that balance.

Thus, we invite papers that make an important theoretical and/or empirical contribution to our understanding of such issues; international and comparative papers are particularly welcome. Areas of interest include but are not limited to:

  • How and why SMEs and family firms restructure and reorganize the management of the firm in the light of managerialization and professionalization?
  • How can SMEs and family firms balance entrepreneurial spirit and managerialization/ professionalization? How do they maintain this balance along time and during generations?
  • What is the role of family members and non-family members in balancing entrepreneurial spirit and managerialization/ professionalization?
  • What is the role of women (family and non-family members) in such a balance?
  • What is the role of managerial mechanisms and professional managers in SMEs and family firms’ development and growth?
  • What are the implications of managerialization and professionalization on key employee relations characteristics, such as pay and conditions, employee voice and labor management relations?
  • How and why owner/managers ́ approaches to managerialization and professionalization vary in relation to issues such as firm, sector, national contexts and employee characteristics, among others?
  • What are the implications for owner-managers and other stakeholders, including employees?
  • Which theories can best help us explain and understand managerialization and professionalization in SMEs and family firms, and the relation with entrepreneurship?

This is not an exhaustive list.

Management Revue is a peer-reviewed, interdisciplinary European journal publishing both qualitative and quantitative work, as well as purely theoretical papers that advances the study of management, organization, and industrial relations. Management Revue publishes articles that contribute to theory from a number of disciplines, including business and public administration, organizational behavior, economics, sociology, and psychology. Reviews of books relevant to management and organization studies are a regular feature (http://www.management-revue.org/).

European Academy of Management

The European Academy of Management (EURAM) is a learned society founded in 2001. It aims at advancing the academic discipline of management in Europe. With members from 49 countries in Europe and beyond, EURAM has a high degree of diversity and provides its members with opportunities to enrich debates over a variety of research management themes and traditions (http://euramonline.org/programme2017/tracks/sig-03-entrepreneurship-ent.html).

Potential authors

Authors are encouraged to submit research manuscripts that are likely to make a significant contribution to the literature on entrepreneurship and managerialization and professionalization in SMEs and family firms for a double-blind review process. Contributors to the Track 03_09 “Entrepreneurship and Managerialization in SMEs and family firms” at EURAM 2017 Conference are encouraged to discuss their sub- mission prior or during the conference. Even if conference participants will benefit from a fast review process, submissions are not solely restricted to conference participants.

Deadlines

Full papers for this special issue of Management Revue must be with the editors by 31 July 2017. All submissions will be subject to a double-blind review process. Papers invited for a “revise and resubmit” are due on the 30 November 2017. Final decision will be made by May 2018. The special issue will be published in late 2018.

Submission and guidelines

Please submit your papers electronically via the online submission system at http://www.management-revue.org/submission/ using SI “Managerialization” as article section.

The guest editors welcome informal enquiries by email:

Paola Vola

Sylvia Rohlfer

Lucrezia Songini

Literature

  • Aldrich, H. & Cliff, J. (2003). The pervasive effects of family on entrepreneurship: toward a family embeddedness perspective, Journal of Business Venturing, 18(5), 573-596.
  • Bettinelli, C., Fayolle, A. & Randerson, K. (2014). Family entrepreneurship: a developing field. Found. Trends Entrep., 10(3), 161–236.
  • Brannon, D. L., Wiklund, J. & Haynie, J. M. (2013). The varying effects of family relationships in entrepreneurial teams. Entrep. Theory Practice, 37(1), 107–132.
  • Chenall, R. (2003). Management control system design within its organizational context: findings from contingency-based research and directions for the future, Accounting Organizations and Society, 28 (2-3), 127-168.
  • Corbetta, G., Marchisio, G. & Salvato C. (2005). Fostering Entrepreneurship in Established Family Firms - Crossroads of Entrepreneurship, Springer.
  • Della Torre, E. & Solari, L. (2013). High-performance work systems and the change management process in medium-sized firms. International Journal of Human Resource Management, 24(13), 2583-2607.
  • Durán-Encalada, J. A., San Martín-Reyna, J. M. & Montiel-Campos, H. (2012). A Research Proposal to Examine Entrepreneurship in Family Business. Journal of Entrepreneurship, Management and Innovation, 8(3), 58-77.
  • Fayolle, A. (2016). Family entrepreneurship: what we need to know. In K. Randerson, C. Bettinelli, G. Dossena, & A. Fayolle (eds.), Family Entrepreneurship: Rethinking the Research Agenda (pp. 304–306). Abingdon, UK: Routledge.
  • Hoy, F. & Sharma, P. (2010). Entrepreneurial Family Firms. New York, NY: Prentice Hall.
  • Jennings, J. E. & McDougald, M. S. (2007). Work–family interface experiences and coping strategies: implications for entrepreneurship research and practice. Academy of Management Review, 32(3), 747-760.
  • Malmi, T., & Brown, D. A. (2008). Management control system as package - Opportunities, challenges and research directions. Management Accounting Research, 19(4), 287-300.
  • Marlow, S. Taylor, S & Thompson, A. (2010). Informality and formality in medium-sized companies: contestation and synchronization. British Journal of Management, 20(4): 954-966.
  • Randerson, K., Bettinelli, C., Fayolle, A. & Anderson, A. (2015). Family entrepreneurship as a field of research: exploring its contours and contents. Journal of Family Business Strategy, 6(3), 143–154.
  • Randerson, K., Dossena, G. & Fayolle, A. (2016). The futures of family business: family entrepreneurship. Futures, 75, 36–43.
  • Rohlfer, S., Muñoz Salvador, C. and Slocum, A. (2016). People management in micro and small organizations – a comparative analysis. FUNCAS: Estudios de la Fundación. Series Análisis, no. 79.
  • Sharma, P. (2016). Preface. In K. Randerson, C. Bettinelli, G. Dossena, & A. Fayolle (eds.), Family Entrepreneurship: Rethinking the Research Agenda (p. xiv). Abingdon, UK: Routledge.
  • Songini L. (2006). The professionalization of family firm: theory and practice. In Poutziouris P., Smyrnios K. & Klein S. (eds.), Handbook of Research in Family Business (pp. 269-297). UK: Edward Elgar Publishing.
  • Songini, L. & Gnan, L. (2009). Glass ceiling and professionalization in family SMEs, Journal of Enterprising Culture, 17(4), 1-29.
  • Songini, L., Gnan, L., & Malmi, T. (2013). The role and impact of accounting in family business, Journal of Family Business Strategy, 4, 71-83.
  • Songini, L. & Gnan, L. (2014). The glass ceiling in SMEs and its impact on firm managerialization: A comparison between family and non-family SMEs, International Jounal of Business Governance and Ethics, 9(2): 287-312.
  • Songini, L. & Vola, P. (2014). The role of Managerialization and Professionalization in Family Busines Succession: Evidences from Italian Enterprises, in L. Gnan, H. Lundberg, L. Songini & M. Pelllegrini (eds.) Advancing European Entrepreneurship Research (169-196), IAP, Information Age Publishing Inc.
  • Songini, L. & Vola, P.(2015) The Role of Professionalization and Managerialization in Family Business Succession. Management Control, 2015/1, 9-43
  • Songini, L. & Gnan, L. (2015). Family Involvement and Agency Cost Control Mechanisms in Family Small and Medium-sized Enterprises, Journal of Small Business Management, 53(3), 748–779.

Objective

This special issue seeks to advance research on entrepreneurship in emerging markets. We invite scholarly and practitioner papers that advance extant knowledge and understanding of the factors that impact the establishment, internationalization, success and survival of small and medium enterprises in emerging markets. We welcome conceptual and empirical research including meta-analytical studies on the topic. Interesting topics may include, but are not limited to, the internationalization strategies of SMEs from emerging markets; the internationalization and de-internationalization processes of SMEs in emerging markets; relationships of SMEs with suppliers, customers, governments, labor unions and other institutional constituencies in emerging markets; the impact of culture on entrepreneurship in emerging markets; female entrepreneurship in emerging markets; the sustenance of born-global firms in and from emerging markets; economic, political, legal, technological and social impacts on entrepreneurship in emerging markets; and opportunities and challenges facing entrepreneurship in emerging markets.

Submission and Review Process

The deadline for submissions is December 1, 2011. Articles must be submitted through Thunderbird International Business Review’s Manuscript Central electronic submission system: http://mc.manuscriptcentral.com/tibr  

Please ensure your article abides by the scope and formatting conditions of this journal, which are detailed at http://www.thunderbird.edu/knowledge_network/tibr/submission.htm When submitting your article, please specify in your cover letter that you are submitting to the special issue on “Entrepreneurship in Emerging Markets”.

Time Line

December 1, 2011: Deadline for electronic submissions of papers to TIBR special issue
March 2012: First round reviews for authors
September 2012: Deadline for papers with revisions
December 2012: Final decisions on papers for TIBR special issue

More Information

For additional information, please contact the special issue editors:

Ilan Alon, The China Center, Rollins College & Harvard Kennedy School, IALON@rollins.edu

Daniel Rottig, Lutgert College of Business, Florida Gulf Coast University, DRottig@fgcu.edu

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).

Entrepreneurship has been, without doubt, a topic of rapidly growing interest to academics and policymakers for several decades. Since the beginning of the academic discourse on the topic, the conversation has expanded along multiple paths. A variety of facets have been explored including the relevance of entrepreneurship (e.g. Kuratko, 2011), policies and entrepreneurship (e.g. Hafer, 2013), economic benefits of entrepreneurship (e.g. Decker et. al., 2014), risk (e.g. Knight, 2005), the institutional environment for entrepreneurship (e.g. Gupta et. al., 2014), innovation ecosystems (e.g. Autio and Thomas, 2014), environmental conditions (e.g. Carsrud and Brännback, 2011) and environmental uncertainty (Gartner & Liao, 2012), opportunity discovery (e.g. Baker et. al., 2005), the opportunity nexus (e.g. Shane and Ventkatamaran, 2000), entrepreneurial finance (e.g. Fraser et. al., 2015), alternative financing (e.g. Bruton et. al., 2015) international entrepreneurship (e.g. Coviello, McDougall & Oviatt, 2011), corporate entrepreneurship (Corbett et. al., 2013), gender and entrepreneurship (e.g. Marlow & McAdam, 2013) and entrepreneurship education (e.g. Boyles, 2012). In addition, the notion of entrepreneurship has substantially evolved from the creation of new businesses into the realm of social (e.g. Choi & Majumdar, 2014) or political (e.g. Narbutaite Aflaki and Petridou, 2015) causes. While there have also been some studies with a country focus (e.g. Ahlstrom & Ding, 2014; Kraus & Werner, 2012), and selected ones with a focus on certain types of countries such as emerging economies (e.g. Kiss, Danis & Cavusgil, 2012) or post-conflict countries (e.g. Efendic et. al., 2014), there is still a relative paucity of research with a cross-national or cross-cultural focus. Apart from the large international comparative studies that is annually conducted by the Global Entrepreneurship Monitor Consortium (e.g. Levie et. al., 2014), interest in country-specific or comparative studies has been limited. With this special issue, we intend to inspire and present research with such international and cross-cultural themes. For this issue, we invite submissions that provide cross-national comparisons or deep insight into the specific environments for entrepreneurship of individual countries. We seek both theoretical and empirical papers.

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

  • Macro-economic benefits of entrepreneurship
  • Institutional environments
  • Policies and regulation 
  • Drivers and restraining factors behind entrepreneurship 
  • Perception of risk and uncertainty
  • Opportunity discovery 
  • New venture creation
  • Innovation ecosystems 
  • Gender issues in entrepreneurship
  • International entrepreneurship 
  • Individual and organizational creativity and innovation 
  • Entrepreneurship in post-conflict environments
  • Social entrepreneurship 
  • Free-trade agreements and entrepreneurship 
  • New and alternative ways of start-up financing 
  • Science and university entrepreneurship
  • Entrepreneurship education
  • Government incentives and state-financed entrepreneurship

Notes for Prospective Authors: Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. (N.B. Conference papers may only be submitted if the paper has been completely re-written and if appropriate written permissions have been obtained from any copyright holders of the original paper). All papers are refereed through a peer review process. All papers must be submitted online. To submit a paper, please read our Submitting articles page.

Important Dates

  • Submission of Manuscripts: 30 December, 2015
  • Notification to Authors: 1 March, 2016

Final Versions Due: 1 November, 2016

Purpose and research questions
Research on international competitiveness has been rigorously researched in the last three decades, as the phenomenon itself was spurred on by the extensive international involvement of multinational enterprises (MNEs). While strong firm- and subsidiary-specific advantages enhance MNEs’ international competitiveness, they should consider host country/region competitiveness, as well as home country competitiveness, for their success in internationalization (Rugman and D’Cruz, 1994; Rugman et al., 2012). Kolk (2010), in an earlier issue of this journal, illustrated how environmental sustainability issues can affect MNEs’ local, regional and global activities and when sustainability can be an opportunity for the development of firm specific advantages.

While managers, policy makers and the media have acknowledged that environment issues are one of the biggest concerns and challenges of businesses in the future, it is still unclear how environmentally responsible management (ERM) practices can become an additional dimension of firms’ international competitiveness (or firm-specific advantages). It is also unclear how the nation’s interest in regard to the environment enhances or weakens the competitiveness of the nation. For example, the pollution haven hypothesis notes that manufacturing and natural resource extraction firms relocate their operations from developed to less developed countries in order to take advantage of weak environmental regulations (Brunnermeier and Levison, 2004; Madsen, 2009; Jaffe and Palmer, 1997). The pollution haven hypothesis implies that environmentally responsible business practices do not provide international competitiveness as long as firms can find alternative places to locate their operations. On the other hand, an alternative win-win strategy (Porter, 1991; Porter and Van der Linde, 1995; Palmer et al., 1995) underlines the dynamic nature of competition, innovation and customer needs and suggests that properly designed environmental regulations can enhance a country’s competitiveness to promote business and attract good quality investment (Rivera and Oh, 2012). The win-win strategy views environmentally responsible business practices as eventually increasing international competitiveness. Thus, environmentally responsible MNEs do not need to exploit weak environmental regulations of a host country as these MNEs already have strong environmental capabilities (Rugman and Verbeke, 1998).

A recent study (Aguilera-Caracuel et al., 2012) found that corporate environmental practices in a host country depend upon country- and firm-level characteristics. The purpose of this special issue is to provide an avenue for modern competitiveness thinking that focuses on environmental responsibility among the many aspects of corporate social responsibility. We believe that significant opportunities exist for improving our understanding of how ERM affects MNEs’ international competitiveness and, thus, we would like to use these opportunities to advance theories of MNEs. This special issue provides an opportunity through which to bring together the research of scholars from a diverse range of disciplinary traditions, such as international business, strategy, economics, political science, and sociology. As a consequence, we expect that contributors will leverage their own perspectives and training in order to formulate and address novel research questions and hypotheses. We seek both theoretical and empirical papers that may address, but are not limited to, the following list of potential research questions:

How do MNEs transform home-grown ERM practices into international competitiveness?

What are the country- and firm-level boundary conditions of ERM induced international competitiveness?

Do MNEs’ ERM practices function as a catalyst, enhancing international competitiveness and organizational performance in foreign markets?

How do MNEs manage the various needs of ERM in host countries and align MNE- and subsidiary-level ERM practices?

Do environmentally responsible and green firms have advantages in foreign market entry and expansion? Is there any heterogeneity across the level of economic and social developments in a host country and across industries?

Does good corporate image derived from ERM practices play a pivotal role in acquiring local market information and eventually improving organizational competitiveness in international markets?

What motivates ERM practices in foreign markets? Is there any particular relationship between the level of foreign ownership and ERM practices abroad?

How do MNEs adapt themselves to host country ERM practices and regulations over time? What factors retard this adaptation? Does this adaptation increase the MNEs capabilities over their competitors?

Do foreign firms’ advanced environmental capabilities affect a host country’s ERM practices and regulations?

How do MNEs transform environmental capability to firm-specific advantages under the institutional void (i.e. in least developed countries)?

How should we measure environmental capability and performance of MNEs?

Submission Instructions:
The deadline for submissions is July 1, 2013. To learn more about the Multinational Business Review, including style guidelines, please visit the Multinational Business Review web site at:

www.emeraldinsight.com/mbr.htm

All submissions will be subject to the regular double-blind peer review process at the Multinational Business Review. The guest editors are seeking reviewers for this issue and are soliciting nominations and volunteers to participate as reviewers. Please contact the guest editors to volunteer or nominate a reviewer.

More information
To obtain additional information, please contact the guest editors:

Chang Hoon Oh, Simon Fraser University (coh@sfu.ca)
Byung Il Park, Hankuk University of Foreign Studies (leedspark@hufs.ac.kr)

References
Aguilera-Caracuel, J., Aragon-Correa, J.A., Hurtado-Torres, N.E. and Rugman, A.M. (2012), ‘‘The effects of institutional distance and headquarters’ financial performance on the generation of environmental standards in multinational companies’’, Journal of Business Ethics, Vol. 105, pp. 461-74.

Brunnermeier, S.B. and Levison, A. (2004), ‘‘Examining the evidence on environmental regulations and industry location’’, Journal of Environment and Development, Vol. 13 No. 1, pp. 6-41.

Jaffe, A.B. and Palmer, K. (1997), ‘‘Environmental regulations and innovation: a panel data study’’,Review of Economics and Statistics, Vol. 79 No. 4, pp. 610-19.

Kolk, A. (2010), ‘‘Social and sustainability dimensions of regionalization and (semi)globalization’’,Multinational Business Review, Vol. 18 No. 1, pp. 51-72.

Madsen, P.M. (2009), ‘‘Does corporate investment drive a race to the bottom in environmental protection? A reexamination of the effect of environmental regulation on investment’’, Academy of Management Journal, Vol. 52 No. 6, pp. 1297-318.

Palmer, K., Oates, W.E. and Portney, P.R. (1995), ‘‘Tightening environmental standards: the benefit-cost of the no-cost paradigm?’’, Journal of Economic Perspectives, Vol. 9 No. 4, pp. 119-32.

Porter, M.E. (1991), ‘‘America’s green strategy’’, Scientific American, Vol. 264 No. 4, pp. 168.

Porter, M.E. and van der Linde, C. (1995), ‘‘Toward a new conception of the environment-competitiveness relationship’’, Journal of Economic Perspectives, Vol. 9 No. 4, pp. 97-118.

Rivera, J. and Oh, C.H. (2012), ‘‘Environmental regulations and multinational corporations’ foreign market entry investments’’, Policy Studies Journal, forthcoming.

Rugman, A.M. and D’Cruz, J.R. (1993), ‘‘The double diamond model of international competitiveness: the Canadian experience’’, Management International Review, Vol. 33 No. 2, pp. 17-39.

Rugman, A.M., Oh, C.H. and Lim, D.S.K. (2012), ‘‘The regional and global competitiveness of multinational firms’’, Journal of the Academy of Marketing Science, Vol. 40 No. 2, pp. 218-35.

Rugman, A.M. and Verbeke, A. (1998), ‘‘Corporate strategy and international environmental policy’’,Journal of International Business Studies, Vol. 29 No. 4, pp. 819-33.

The role of networks in new international ventures is an issue which has been discussed in the literature quite extensively. Previous research indicates that connections and relationships (‘networking’) both at home and abroad can be crucially important for SMEs seeking to export or invest abroad (Harris & Li 2005, Zhou et al., 2007). However, little is known about how social innovation through inter-organizational networks fosters internationalization. This research fills this gap. It aims to investigate the role of social innovation in the internationalization of SMEs, and recursively, how internationalization shapes innovation in social arrangements. It focuses on the internationalizing firm and the characteristics of the core network with which the firm interacts. The central argument assumes that (1) international markets bring new requirements for exploration and exploitation activities over and above those that SMEs have learned domestically; (2) SMEs that are integrated into particular inter-organizational arrangements are better equipped to solve this challenge, due to the structural and cultural attributes of these arrangements. Some of these arrangements constitute specialized communities, public and private sector actors, which are more effective in developing mechanisms that support the internationalization of SMEs. Thus, social arrangements differ in their structural and institutional characteristics, in the resources they possess, and the way in which their organizational culture fosters innovation and internationalization. This research proposal intends to investigate three distinct organizational arrangements which differ in these characteristics. The investigation requires an understanding of the interaction between factors at the micro and macro levels of analysis, the mutual effects between SME internationalization and the local community with which it interrelates. The proposal is therefore divided into two projects: the first project is concerned with how SMEs cope with the exploration and exploitation requirements of the international context and how the inter-organizational arrangements in which they are involved contribute to their internationalization. The second project aims to understand the recursive effects of this phenomenon - how small firm internationalization gives rise to innovation in local inter-organizational arrangements, and how such innovation may in turn help to support further internationalization. The design is informed by a meta-theory, such as that provided by the co-evolution perspective. Co-evolution theory assumes that there is a reciprocal relationship between the SME internationalization and its environments. It posits a framework of analysis, focusing on firms, in which there are ongoing recursive processes linking the internationalization with that of inter-organizational environments (Lewin et al., 1999). The two projects contained in the research have different primary unit of analysis. The first is entrepreneurial firm (the SME) and the second unit of analysis is the social inter-organizational arrangements in which the firm participates.

The Department of Strategic Management and Entrepreneurship at the Rotterdam School of Management (RSM), Erasmus University invites applications for two tenure-track positions in Global Strategy at the Assistant Professor level.

Available Positions: Two Tenure-Track Assistant Professorships in Global Strategy Candidates should have a doctorate degree or be in their final year of dissertation research (ABD candidates are welcome to apply). We are looking for candidates with the potential to build a record of excellence in both research and teaching, and whose work is profoundly at the core of the field of Global Strategy. In particular, we aim to build academic knowledge and expertise in the following key areas: international entry and expansion strategies of multinational companies, the impact of institutional change on global business, comparative management, head office-subsidiary relationships, emerging markets and emerging market multinationals, and the contextual influences on the formulation and implementation of strategies around the world.

Preliminary interviews will be held at the annual meetings of the AIB in Istanbul, AOM in Orlando, EGOS in Montreal, and SMS in Atlanta. To be considered for a preliminary interview, please email your vita to the departmental secretary Mrs. Carolien Heintjes (cheintjes@rsm.nl) at least one week prior to the start of the specific meeting. Interested candidates are welcome to formally apply by sending a complete application package (including a cover letter explaining their motivation to apply at RSM, current vita, job market paper, concise research statement, teaching evaluations or statement, and three letters of recommendation) to the chair of the department (Pursey Heugens; pheugens@rsm.nl) and the departmental secretary (Carolien Heintjes; cheintjes@rsm.nl).

The initial deadline for applications is September 30, 2013. However, applications will be accepted until the positions are filled. Promising candidates will be invited to come to RSM for a campus visit and job talk between November 1st and December 15th. If you would like to have more information prior to a possible application, please do not hesitate to contact Pursey Heugens (pheugens@rsm.nl), Taco Reus (treus@rsm.nl) or Arjen Slangen (aslangen@rsm.nl) directly.

About the department: The department of Strategic Management and Entrepreneurship consists of the following tenured and tenure-track faculty: Professors - Harry Barkema, Pursey Heugens, Justin Jansen, Taco Reus, Suzana Rodrigues, Frans van den Bosch, Hans van Oosterhout, and Henk Volberda; Associate Professors - Marc Baaij, Luca Berchicci, Hans Bruining, Wim Hulsink, Albert Jolink, Jeroen de Jong, Orietta Marsili, René Olie, Ilan Oshri, Patrick Reinmoeller, Jatinder Sidhu, Arjen Slangen, and Frank Wijen; Assistant Professors - Shazhad Ansari, Thomas Blekman, Katrin Burmeister, Magdalena Cholakova, Yang Fan, Ferdinand Jaspers, Nikos Kavadis, Tom Mom, Anna Nadolska, Jurriaan Nijholt, Marten Stienstra, Michiel Tempelaar, Ingrid Verheul, Vareska van der Vrande, and Raymond van Wijk.

The department ranks amongst the top departments in Europe in terms of its research productivity and impact. Faculty have recently published in such journals as the Academy of Management Journal, Academy of Management Review, Journal of International Business Studies, Strategic Management Journal, Journal of Management Studies, Management Science, Organization Science, and Organization Studies. The department offers its own pre-experience master programs in strategic management and in entrepreneurship and new business venturing, as well as post-experience executive programs in strategic management and in management consulting. In addition, the department contributes to the RSM's undergraduate, MBA, and EMBA programs, and to the MPhil and PhD programs of Erasmus University. The departmental faculty is on average demographically young, and is increasingly involved in academic leadership roles in both North American and European scholarly associations like the AOM, EGOS, EURAM, SMS, and SAMS.

About Rotterdam: The Netherlands Rotterdam is the second-largest city in the Netherlands and has Europe’s biggest port. It is vibrantly international, accommodating some 600,000 people (1.2 million in the greater metropolitan area) from 160 different countries. Its landscape is modern, with high rising towers and creative architecture. In addition to being an important business and logistics hub, the city also has an extensive cultural, restaurant, and entertainment scene. Rotterdam is the gateway to Europe, as Paris, London, Brussels, Berlin, and many other great destinations can all be reached in a few hours. The capital city of Amsterdam is less than an hour away by train or car.

Two (2) job openings in Strategic Management, Entrepreneurship, and/or Global Strategy. The Department of Strategic Management and Entrepreneurship of the Rotterdam School of Management, Erasmus University is inviting applications for up to two tenure-track positions at the Assistant Professor level. We are looking for candidates with the potential to build a record of excellence in both research and teaching. Candidates should have a doctorate degree or be in their final year of dissertation research. Our search is not limited to any individual sub-discipline of the broader strategic management field, but the Department is actively looking to fill one of the two vacancies with a candidate with a concentration in technology strategy, platform competition, and/or competitive strategy. The other vacancy is fully open.

The Rotterdam School of Management in general and the Department in particular take pride in their high-performance research culture. Erasmus University ranks third in Europe in terms of 2013-2018 UTD top journal output. Faculty members routinely publish in top tier journals like the Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Strategic Management Journal, Journal of International Business Studies, Journal of Management, Organization Science and Management Science. RSM faculty members also regularly serve as (Associate) Editors of top journals like Academy of Management Journal, Academy of Management Review, Journal of Management, and Journal of Management Studies. We also take great pride in our outstanding PhD program, which has a strong record of placements at peer institutions like INSEAD, HEC, Cambridge University (Judge), University of Warwick, University of South Carolina (Moore), Aalto University, and McGill University.

Joining the Strategic Management & Entrepreneurship Department at RSM means joining a terrific and exceptionally collegial and international group of tenure track faculty, including, Mirko Benischke (PhD University of Auckland), Magdalena Cholakova (Bocconi University), Giuseppe Criaco (Jönköping International Business School), Lotte Glaser (Free University, Amsterdam), Richard Haans (Tilburg University), Korcan Kavusan (Tilburg University), Yu Liu (Aalto University), and Brian Pinkham (UT Dallas/Jindal). To get to know more about our activities and about our tenured faculty members, please visit: https://www.rsm.nl/research/departments/strategic-management-entrepreneurship/ 

This year’s hiring committee consists of: Rene Bakker (representing the Entrepreneurship area; bakker@rsm.nl); Mirko Benischke (representing Strategic Management and Global Strategy; benischke@rsm.nl), Pursey Heugens (representing Strategic Management; pheugens@rsm.nl); Yu Liu (representing Entrepreneurship; y.liu@rsm.nl); and Brian Pinkham (representing Global Strategy; pinkham@rsm.nl). Interested candidates are welcome to contact any one of the hiring committee members representing their area of concentration in case of questions.

Informal interviews will be held at the Academy of Management Annual Meeting in Chicago, at the Strategic Management Society in Paris, or via Skype later in the month of August. We encourage candidates interested in an informal interview to send their CV and a brief statement of interest to the Departmental Administrative Assistant in charge of HR (Patricia de Wilde) at secr.dept4@rsm.nl before July 18th.

Full applications – including a cover letter, CV, job market paper, research statement, teaching statement, teaching evaluations (if available), and three letters of recommendation – are due September 31st 2018, and may likewise be submitted to secr.dept4@rsm.nl. Promising candidates will be invited for a campus visit between November 19th and December 11th.

About Rotterdam, the Netherlands

Rotterdam is the most important city of the Netherlands economically, and is home to Europe’s largest port. It is vibrantly international, accommodating some 634,000 people (1.2 million in the greater metropolitan area) from 160 different countries. Its landscape is modern, with high rising towers and creative architecture. In addition to being an important business, entrepreneurship, and logistics hub, the city also has an extensive cultural, restaurant, and entertainment scene. Rotterdam is the gateway to Europe, as Paris, London, Brussels, Berlin, and many other great destinations can all be reached in a few hours or less.

For more information please visit: https://en.rotterdam.info/visitors/

We are pleased to announce that ESCE International School of Business Paris is recruiting an Assistant/Associate Professor in Export Management for the fall of 2021.

The candidate will work together with the other members of the International Business Department such as Claude Obadia, Dora Triki and Alfredo Valentino .

About the Position

The successful candidate will contribute to the research activities of the School in the field of International Business, especially in Export Management. We expect the selected candidate to present his research at international conferences and to publish his findings in ranked international journals.

He/she will mostly teach in the Export Management major of the Master Program. However, he/she will have additional teaching duties in international business or related subjects.

He/she will also participate in activities and/or projects within the School that are relevant to his field. He/she will also be required to contribute to administrative and coordination tasks on a regular basis.

About the School 

ESCE International Business School (Ecole Supérieure du Commerce Extérieur) is a private business school founded in 1968 by Business France (French Office for International Trade). It is located downtown Paris, steps from the Eiffel Tower. It has been a member of France's Conférence des Grandes Ecoles since 2012.

The school delivers a Master in Management accredited by the EFMD  as well as by the French Ministry of Higher Education and Research.

ESCE specializes in International Business. It is renowned for its dual degrees with Berlin School of Economics & Law and UIBE Beijing.

More Information at ESCE International Business School - Recherche (inseec.com)

Requirements

The candidate should:

  • Hold a PhD in Management, Business Administration, or closely related disciplines
  • Be fluent in English (a working knowledge of French would be a plus)
  • Have a promising program of research projects in international business and export management as evidenced by past publications in ranked international journals (see the ranking of business journals by FNEGE and ABS)
  • Have a relevant experience with teaching and supervising activities at undergraduate and Master levels
  • Show the ability and willingness to work in a culturally and academically diverse School
  • Former working experience in a MNE or a SME would be a plus.

How to apply

Please send an email, together with a with a full CV, a motivational letter, a list of publications, and the names of two references to: esce.recruitment@gmail.com

All documents must be submitted in English or French.

The Escola de Administracao de Empresas de Sao Paulo (São Paulo Business Administration School) invites applications for a full-time faculty position in Strategic Management and/or Entrepreneurship, beginning February 2011. This is position combines research with teaching in the School’s master’s and PhD programs in Strategic Management. The School is an academic unit of Fundacao Getulio Vargas that concentrates on research and teaching in the various fields of management and organizations. The explicit objective of this hiring is to strengthen the scientific productivity of the School in the field of Strategy through the addition of a researcher with a relevant publication record.

EAESP is AACSB, EQUIS and AMBA accredited. It is a leading Business School in Latin America ranked second in the FT Master in Management 2010 Ranking (CEMS alliance) and 22nd in the FT EMBA 2010 Ranking (One MBA). Founded in 1954, the school was a pioneer in teaching Business Administration in Brazil. Vitality, innovation and international excellence have marked FGV-EAESP's history, both in the education of young students for careers in public and private organizations in Brazil and abroad, and in helping executives to further develop their education. Doing state-of-the-art, innovative and relevant knowledge is another trademark of the School. Academic research, published in the top Brazilian and international journals and in influential books, contributes to the development and diffusion of managerial knowledge in Brazil and to the excellence of its programs. Teachers and researchers in the best universities in Brazil have been educated at the institution. Applied research, especially through its applied research centers, make FGV-EAESP, as a part of Fundacao Getulio Vargas, an international think tank that is responsible for generating important knowledge for the Brazilian society and the world. 

For more information on EAESP, please see our website at http://eaesp.fgvsp.br/en.

SPECIFIC DUTIES AND RESPONSIBILITIES 

  • Conduct original, high quality scholarly research for publication in leading academic journals.
  • Supervise graduate students. 
  • Teach in the School’s master’s and PhD programs, occasionally in undergraduate courses. The expected teaching load is 180h per year.
  • Participate on school-wide service committees.

MINIMUM QUALIFICATIONS 

  • Doctor Degree (doctoral candidates close to completion will be considered).
  • Potential to publish in high-tier journals in the field of Strategic Management and/or Entrepreneurship, assessed through the track of publications in qualified Brazilian and/or international peer-reviewed journals.
  • Insertion in the international academic community, through conference attendances, editorial boards, research groups, etc.
  • Ability to submit, and to engage in, research projects supported by government and non-government agencies.
  • Substantiated ability to teach in English.
  • Full-time dedication. 
  • Teaching experience is a plus.

SALARY: Salary will be commensurate with experience 

APPOINTMENT STATUS: Regular, full-time faculty appointment 

PROPOSED STARTING DATE: Proposed starting date is February 2011

APPLICATION PROCEDURES: Qualified candidates may e-mail their vita and list of published articles in the last five years to Departamento de Administracao Geral e Recursos Humanos (ADM) of FGV-EAESP c/o Mrs. Licia Araki (adm@fgv.br).

DEADLINE: November 20, 2010

The Department of Management of ESSEC Business School seeks to fill two tenure-track positions, one for our Paris campus and one for our Singapore campus, effective September 2016. Applicants should indicate their campus choice. Both positions are offered at the Assistant or Associate Professor level in the following areas: Strategy, Entrepreneurship, International Business

Applicants must demonstrate ability to conduct high quality research and the potential to teach in an international environment. Teaching responsibilities will include undergraduate and graduate courses in strategy or entrepreneurship. Knowledge of French is not required.

The application deadline is September 30th, 2015. Interested candidates should send applications (CV, research statement, a sample of publications and/or working papers, and three letters of recommendation) electronically to essec.mgt.fr@essec.edu. They will mention which position they apply to: Singapore, Paris or both.

We will also be conducting initial informal interviews at the Academy of Management (AOM) and at the Strategic Management  Society meetings. Interested candidates should submit a letter of interest along with a curriculum vitae and a sample of scholarly work by July 24, 2015. All application materials should be sent electronically to essec.mgt.fr@essec.edu.

The Management department at ESSEC Business School consists of 34 full time faculty with expertise in strategy, entrepreneurship, human resources, organizational behavior and organizational theory. Members of the Management department have published in leading journals and are highly involved in its PhD program. A list of our members can be found at http://www.essec.edu/professorsCV/showProfsByDpt.do?keyUrl=3 

The department also has strong links with departments of economics and public and private policy, for complementary research and teaching activities on labor markets, philanthropy and social entrepreneurship. This includes Chairs in Diversity and Leadership, Philanthropy and Social Entrepreneurship and a research Center on Capitalism, Globalization and Governance.

ESSEC (www.essec.edu) offers a dynamic and stimulating research and teaching environment in Paris and Singapore, two of the most exciting places in the world. 

Founded in 1907, ESSEC (Ecole Supérieure des Sciences Economiques et Commerciales) is one of the Grandes Ecoles in France with a well-established international reputation. ESSEC Business School has two campuses in Paris and one in Singapore, offering undergraduate, graduate, doctoral and executive level training in business administration. ESSEC is reputed for its international orientation and has partnerships with prominent institutions worldwide. The new Asia Pacific campus was inaugurated last May in Singapore.

The Department of Management of ESSEC Business School seeks to fill two tenure-track positions, one for our Paris campus and one for our Singapore campus, effective September 2016. Applicants should indicate their campus choice. Both positions are offered at the Assistant or Associate Professor level in the following areas: Strategy, Entrepreneurship, International Business

Applicants must demonstrate ability to conduct high quality research and the potential to teach in an international environment. Teaching responsibilities will include undergraduate and graduate courses in strategy or entrepreneurship. Knowledge of French is not required.

The application deadline is September 30th, 2015. Interested candidates should send applications (CV, research statement, a sample of publications and/or working papers, and three letters of recommendation) electronically to essec.mgt.fr@essec.edu. They will mention which position they apply to: Singapore, Paris or both.

We will also be conducting initial informal interviews at the Academy of Management (AOM) and at the Strategic Management  Society meetings. Interested candidates should submit a letter of interest along with a curriculum vitae and a sample of scholarly work by July 24, 2015. All application materials should be sent electronically to essec.mgt.fr@essec.edu.

The Management department at ESSEC Business School consists of 34 full time faculty with expertise in strategy, entrepreneurship, human resources, organizational behavior and organizational theory. Members of the Management department have published in leading journals and are highly involved in its PhD program. A list of our members can be found at http://www.essec.edu/professorsCV/showProfsByDpt.do?keyUrl=3 

The department also has strong links with departments of economics and public and private policy, for complementary research and teaching activities on labor markets, philanthropy and social entrepreneurship. This includes Chairs in Diversity and Leadership, Philanthropy and Social Entrepreneurship and a research Center on Capitalism, Globalization and Governance.

ESSEC (www.essec.edu) offers a dynamic and stimulating research and teaching environment in Paris and Singapore, two of the most exciting places in the world. 

Founded in 1907, ESSEC (Ecole Supérieure des Sciences Economiques et Commerciales) is one of the Grandes Ecoles in France with a well-established international reputation. ESSEC Business School has two campuses in Paris and one in Singapore, offering undergraduate, graduate, doctoral and executive level training in business administration. ESSEC is reputed for its international orientation and has partnerships with prominent institutions worldwide. The new Asia Pacific campus was inaugurated last May in Singapore.

The Department of Management at ESSEC Business School – Paris invites applications for one tenuretrack position in Human Resource Management at the Assistant or Associate level. We are particularly interested in candidates who combine a strong background in HRM with an expertise in employee/stakeholder relations in the context of multinational firms. ESSEC Business School is one of the leading European Business Schools. It has campuses in Paris and Singapore, offering mostly graduate level training in business administration (Master in Management, MBA, Executive MBA, Specialized Masters, PhD, company specific programs). ESSEC Business School has developed a strategic alliance with the University of Mannheim in Germany and many academic partnerships with leading institutions worldwide (Kellog, Chicago, Berkeley, Tuck, IIM Ahmedabad, Keio University, University of Beijing…). More information on ESSEC is available at www.essec.edu.

Candidates should hold a Ph. D. or equivalent. They should have a strong research orientation and a good teaching ability. International experience will be considered an advantage. Some knowledge of French is a plus, but not necessary by any means. Courses can be taught in English or in French. Interested candidates should send a CV, research statement, two copies of publications and/or working papers and three letters of recommendation by October 15th, 2010 to: ESSEC Business School Jessica GOBERT Assistant, Management Department Avenue Bernard Hirsch – BP 50105 95021 CERGY PONTOISE Cedex – France For further information or for application by e-mail, please contact Jessica GOBERT at hrposition@essec.fr

The Department of Management of ESSEC Business School seeks to fill three positions effective September 2018 or before. All positions are offered at the Assistant/Associate Professor level, for our Paris campus in Cergy-Pontoise, France.

  1. International Management / Strategy (IM/S)
  2. Organizational Behavior (OB)
  3. Entrepreneurship (ENT)

Applicants must demonstrate ability to conduct high quality research and the potential to teach in an international environment. Teaching responsibilities will include undergraduate and graduate courses in International Management, OB/OT, strategy or entrepreneurship, depending on the position. Knowledge of French is not required for these positions.

The application deadline is September 15th, 2017. Interested candidates should send their application file consisting of (a) CV (b) research statement (c) a sample of publications and/or working papers, and (d) three letters of recommendation electronically to essec.mgt.fr@essec.edu. Please indicate which one of the three areas (IM/S, OB, ENT) you are applying for in your cover letter.  

We will also be conducting initial informal interviews at the Academy of Management (AOM) meeting in Atlanta in August 2017. Interested candidates who wishes to meet us should submit a letter of interest along with a curriculum vitae and a sample of scholarly work by July 21st, 2017. All application materials should be sent electronically toessec.mgt.fr@essec.edu.

The Management department at ESSEC Business School consists of 31 full time faculty with expertise in entrepreneurship, human resources, organizational behavior, organizational theory, and strategy. Members of the Management department have published in all the leading journals and are highly involved in the excellent ESSEC PhD program. A list of our members can be found at http://www.essec.edu/en/staff/professor-department/3/

The department also has strong links with departments of economics and public and private policy, where complementary research and teaching activities on labor markets, philanthropy and social entrepreneurship are undertaken in close collaboration with corporate partners. This includes Chairs in Diversity and Leadership, Philanthropy and Social Entrepreneurship and a research Center on Capitalism, Globalization and Governance.

ESSEC offers a dynamic and stimulating research and teaching environment in Paris, one of the most exciting places in the world. Founded in 1907, ESSEC (Ecole Supérieure des Sciences Economiqueset Commerciales) is one of the Grandes Ecoles in France with an outstanding international reputation. ESSEC Business School has campuses in Paris, Singapore & Rabat, offering mostly graduate level training in business administration (Masters in Management, MBA, Executive MBA, Specialized Masters, PhD) and Executive Education. ESSEC is reputed for its international orientation and has partnerships with prominent institutions worldwide. The Asia Pacific campus was established in Singapore in 2006 and the African campus was established in Rabat in 2017. 

Abstracts due: July 1, 2017

Guest Editors:

Hilary E. Kahn

School of Global and International Studies

Indiana University

Bloomington, Indiana

hkahn@indiana.edu

 

Joshua E. Perry

Kelley School of Business

Indiana University

Bloomington, Indiana

joshperr@indiana.edu

 

Overview:

While the global business landscape may at times give the impression that it is flattening, connecting, homogenizing, and effacing difference, it is also quite complex, with dramatically contoured and contextual idiosyncrasies existing among cultures, business practices, political regimes, economic systems, traditions, religions, and histories. Customary practices in some markets may differ dramatically from what is acceptable or even legal in others, while at the same time manufacturing, importing and exporting, investments strategies, trade policy, markets, and modes of consumption are truly becoming worldwide. How does one navigate this world of similarity and difference, where business practices and protocol bring the world together as much as they accentuate difference?

How can executives, managers, marketers, consumers, and entrepreneurs operate confidently, successfully, and ethically in a culturally diverse global business environment? How do human values intersect with business practices? Can we speak about universal values in regard to a global business landscape, or must we consider human values in the context of specific business practices, social structures, and transactions? What exactly is a global business landscape? How does the global economy impact local decisions and practices, including how geopolitical entities and states define new practices and policies to build on what is both a universal and contextualized global business landscape? How should business leaders taking products and services to market understand and negotiate the inevitable tension between those relatively undeveloped markets without bright-line rules and those markets governed closely by government regulators and NGO watchdogs? Is mere compliance with existing codes of conduct or social norms sufficient or does ethical leadership in an industry require some greater or more aspirational commitment to “doing the right thing” – and how is the “right thing” in the business context defined or determined anyway? How does the complex international business world emerge in more localized and less obviously “global” settings? What new skills and learning must educators teach toward as we prepare students and citizens for the complicated global landscape that is as increasingly similar as it is rapidly different? 

These are just some of the vexing questions we hope to address in this special issue of Business Horizons. We are particularly interested in papers that explore these issues – and recommend best practices and applicable strategies – from a variety of disciplinary viewpoints, including anthropological, sociological, historical, educational, and legal scholarship. Moreover, we encourage conceptual, empirical, or theoretical submissions that explore these issues in a variety of industry and social contexts, including: health care, education/learning, technology, intellectual property, marketing, management, supply chain, finance, innovation and entrepreneurship, sustainability, human rights, government and public policy, etc., with the editorial aim being to strike a balance between practical application and scholarly analysis that prompts readers to think about the ethical and cultural dynamics of international business in new, innovative, and constructive ways.

If interested, please contact Josh Perry or Hilary Kahn to discuss your specific idea or plan to submit your 300-word abstract no later than July 1, 2017. Final submissions should conform to the Business Horizons Guide for Authors, available at: http://www.elsevier.com/locate/bushor

IMPORTANT DATES:

Abstracts due to BH by July 1, 2017

Review of abstracts complete and invitations to submit complete manuscript issued to authors on Aug 1, 2017

Completed manuscript due to BH by Dec 15, 2017

Manuscript returned to authors for revisions by Feb 15, 2018

Final manuscript submissions to BH due by April 1, 2018

EthicsGame is a suite of online simulations that can be incorporated into a wide range of business classes. Three of the "Hot Topics" simulations feature an international focus including an exercise on the Foreign Corrupt Business Practices Act. The simulations stress the importance of team-building and help users make ethical choices in a globally complex world. Free demos can be scheduled, however, all simulations require purchase after the demo expires.

The Department of Strategy, Organization and Leadership at EBS is seeking to appoint two new faculty members (rank open) in the following areas:
International Strategy
Competitive Strategy

One of these positions will be filled by an experienced candidate at an associate or senior professor level. The other position will be filled by an assistant professor. (While applying, candidates are requested to indicate the position and rank they are applying for).

Requirements
For both positions, a doctoral degree with a specialization in strategy from a leading university or business school is required. For the position at the more advanced level, exceptional scholars with a demonstrated track record of published research and teaching in the area of strategy are sought. For the position at the assistant professor level, a clear evidence of potential for teaching and research is expected. For the position in competitive strategy, we are particularly interested in candidates with a sound background in economics (market structure, industry analysis, game-theoretic approaches to strategy, etc.). The position in international strategy is open to candidates from more diverse disciplinary backgrounds. International experience is a must for the position in International Strategy, and is also important for the position in Competitive Strategy. The new faculty members are expected to contribute strongly to the department’s programme in research and teaching. There are also opportunities for executive education. The new faculty members are expected to join by autumn 2010.

About the Department
The Department of Strategy, Organization and Leadership at EBS offers a vibrant and collaborative research environment. Core and adjunct members of the department come from internationally renowned schools (e.g., London School of Economics, Indian Institute of Management), have published in top journals in the management field (Academy of Management Journal, Entrepreneurship Theory and Practice, Journal of Management, Journal of Organizational Behavior, Strategic Management Journal, etc.) and are active in the international academic community through their membership in the editorial boards of leading journals and leadership roles in the Academy of Management and other organizations. The department plans to expand substantially in size in the coming years and has attracted funding for this growth plan. For more details, please visit our website www.ebs.edu/sol.

Application Process
The application deadline is January 3, 2010. Please indicate clearly on your application the area and rank for which you wish to apply. Please send/e-mail your CV including a publication list and evidence of teaching capabilities, a brief statement regarding research and teaching objectives, and the names/contact details of three referees to:

Ms Baerbel Spors
Department Manager – SOL
European Business School (EBS)
International University Schloss Reichartshausen
EBS Campus Wiesbaden
Soehnleinstrasse 8D, 65201 Wiesbaden
Greater Frankfurt

Phone: +49 611 36018 765
Baerbel.Spors@ebs.edu

Informal enquiries may be directed to Department Chair, Prof. Ansgar Richter, PhD (Ansgar.Richter@ebs.edu).

ESMT is launching a Master’s in Management program in September 2014. The program is full-time and targets recent graduates from any quantitative discipline looking to develop managerial and analytical skills. For this, ESMT is looking to hire a new managerial faculty member (non-tenured) at the level of lecturer or, subject to significant relevant academic experience, associate professor.

Candidates should be expert in one or more areas of Master's in Management curriculum. See http://www.esmt.org/degree-programs/masters-management/masters-management-curriculum

Please visit this link for details.

This Special Issue of Business History will investigate the embeddedness and adaptation of East Asian business operations in Europe.

The influx of East Asian enterprises into Europe has a long history. Japanese business engagements in Europe stretch back for over more than 100 years and have, in this period, constantly evolved and adapted (Mason 1992; Buckley et al., 2013). Early Taiwanese investments date back to the 1950s (Tung, 1991; Ibeh et al., 2004) and Korean firms have explored European markets since the mid-1970s, when car manufacturer Daewoo opened its first trading office in Germany (Cherry, 2007). Foreign direct investment (FDI) by multinational firms often plays a key role in the economic development of host nations by enhancing human capital, conferring technology spillovers, and competitiveness (Barrell and Pain 1997) – and the evidence is that Japanese, Korean, and Taiwanese investments have benefited European host countries (Strange, 2002; Lee et al., 2012). Of itself, this provides the incentive for the governments of Europe to compete in influencing the decision process of multinational firms – to attract them to their constituencies, while hoping that these firms embed themselves locally.

The courting of Chinese firms by European Union member states has to be understood with this in mind. Although Chinese investments remain small to date, their growth over recent years and the rising assertiveness of Chinese companies strongly suggests a trend towards increased activity and greater visibility within Europe (Clegg and Voss, 2012). Analysing and comparing how Chinese investors, and investors from other East Asian nations, have approached and developed in Europe over time will yield important insights for scholarly understanding and for practitioners in European and other host countries.

Contributions are invited to investigate how and to what extent East Asian firms in Europe have evolved, while adapting to a different institutional context and embedding in the local economies. All contributions should shed light on specific characteristics of East Asian firms, and should consider critically if an East Asian ‘model’ of investment into Europe can be identified. If there were such a model, is there any evidence that late-comer investors from China, Korea and Taiwan have learned from the experience of Japanese firms with their long history of European activities? In other words, is there something akin to a demonstration effect from Japanese investors to other East Asian enterprises? And we know that, by and large, it is Japanese and Chinese firms that have invested in Western Europe, while Korean firms have preferred the Central and Eastern European member states. How has this difference in location affected local embeddedness and linkage building by investors? And what part is played by cooperation and competition between East Asian firms within the theatre of Europe? Suggested include subject coverage Investment and divestment strategies of East Asian businesses in Europe Local embeddedness and linkages of East Asian businesses in Europe Competitiveness of East Asian firms in Europe Adaptive processes and strategies Effect of the enlarging of the European Union on East Asian businesses.

Guidance notes

  1. Articles should be based on original research and/or innovative analysis.
  2. The main findings should not have been published or submitted elsewhere.
  3. The editors expect articles to be theoretically informed and to express novel interpretations of East Asian business history in Europe with implications for East Asian business history more generally.
  4. Authors wishing to use social science or managerial instruments of analysis should adapt them so that they allow for dynamic and not simply cross-sectional analysis. Articles should explain change across time and not simply examine static conditions.
  5. Authors are welcome to discuss ideas for papers with the guest editors Business History specific author and formatting guidelines can be found on the journal’s website: www.tandfonline.com/loi/fbsh

Submitting your manuscript

Submitted manuscripts should not have been previous published nor be currently under consideration for publication elsewhere. All manuscripts are refereed through a double-blind peer review process. Please submit your manuscript online by 31 May 2015: http://mc.manuscriptcentral.com/fbsh When submitting online, please clearly indicate the Special Issue it is for.

Call for Chapters

Proposals Submission Deadline: January 15, 2019
Full Chapters Due: March 31, 2019
Submission Date: April 30, 2019

Introduction

The publication draws attention to the human side of the implications of the digital age. More importantly to the cultural aspects of work across national borders, cultural challenges faced by international virtual teams, management dilemmas relative to the resource issues when dealing with cultural diversity and Human Resource Management challenges confronted by technical environments and nationally qualified labour shortages.

Objective

Unlike Hofstede’s (2001) “collective programming of the mind” or Trompenaars and Turner’s (1998) problem resolution collective, Hoecklin (1995: 24) offers the following definition: ‘culture is not a ‘thing’ which can be experienced through the senses, just as ‘needs’, ‘social systems’, ‘evil’, and ‘peace’, are not directly tangible or visible. They are ideas constructed within the society. ‘Culture’ does not exist in a single easily defined form for specific goal for a specifiable number of people in a bounded area. And, obviously, a society does not consist of individuals with entirely uniform mental characteristics or personalities”. Unlike many of her contemporaries, Hoecklin does not provide a homogeneous form of culture, one that is easily assigned a grade or ranking, or cluster when compared with others. Given this more pertinent definition of culture, questions arise as to the relevancy of existing cultural models in a globalised world of rapid change and an international push towards digitalisation. Successive researchers have proposed several means to update the Hofstedean model and cultural dimensions. Recognising that the initial four components are now dated and due to Hofstede’s premise that culture is static, interested parties seek to upgrade the original rankings thereby, increasing the relevancy to a globalised twenty-first century. The major objective of this book is to promote new cultural models representative of the contemporary world environment subject to digital transformation.

Target Audience

The target audience of this book comprises professionals and researchers working in the fields of management and associated disciplines. Management practitioner: reference/guidebook to better formulate and design change management; evaluate possible impacts to ‘business as normal’; revise HR management policies and avoid ambiguous circumstances. Academics: use either as course texts or to supplement course -related materials; enhance curricula to incorporate new cultural models; identify areas of future research. Psychologists and sociologists: enhance current practice to incorporate new cultural models and to identify areas of future research. Consultants [consultancies]: enhance current practice to incorporate cultural appreciation.

Recommended Topics

Recommended topics include, but are not limited to, the following: 
I- New definitions of culture: 

  • proponents of culture and their impact of management; 
  • Post-Hofstedean models; 
  • culture and group behaviour in the digital era; 
  • determinants of shared culture, and 
  • the fallacy of national cultures. 

II- Digital era: 

  • I4.0 as a misnomer; 
  • cultural approaches to the digital era; 
  • national policies to achieve digitalisation; 
  • digital versus culture---social and economic impact, and 
  • Human Resource Management in the digital age. 

III- culture, diversity, and the digital era 

  • xenophobia and serotyping---hiring policies in labour challenged cultures; 
  • digital diversity; 
  • upgrading HRM policies; 
  • racial profiling; 
  • computer literacy versus sexual orientation or religion, and 
  • gender equality. 

IV-learning, education, and research 

  • redefining culture and work effort in the digital age; 
  • competence and expertise overrides stereotyping and xenophobia, and 
  • new methods of intercultural research.

Submission Procedure

Researchers and practitioners are invited to submit on or before January 15, 2019, a chapter proposal of 1,000 to 2,000 words clearly explaining the mission and concerns of their proposed chapter. Authors will be notified by January 30, 2019 as to the status of their proposals and sent chapter guidelines. Full chapters are expected to be submitted by April 30, 2019 and all interested authors must consult the guidelines for manuscript submissions at http://www.igi-global.com/publish/contributor-resources/before-you-write/ prior to submission. All submitted chapters will be reviewed on a double-blind review basis. Contributors may also be requested to serve as reviewers for this project. 
Note: There are no submission or acceptance fees for manuscripts submitted to this book publication, Examining Cultural Perspectives in a Globalised World. All manuscripts are accepted based on a double-blind peer review editorial process. 
All proposals should be submitted through the eEditorial Discovery® online submission manager.

Publisher

This book is scheduled to be published by IGI Global (formerly Idea Group Inc.), publisher of the "Information Science Reference" (formerly Idea Group Reference), "Medical Information Science Reference," "Business Science Reference," and "Engineering Science Reference" imprints. For additional information regarding the publisher, please visit www.igi-global.com. This publication is anticipated to be released in 2019.

Important Dates

January 15, 2019: Proposal Submission Deadline 
January 30, 2019: Notification of Acceptance 
March 31, 2019: Full Chapter Submission 
April 30, 2019: Review Results Returned 
May 15, 2019: Final Acceptance Notification 
July 31, 2019: Final Chapter Submission

Inquiries

Dr. Richard Brunet-Thornton 
richard.brunet-thornton@vse.cz

Propose a chapter for this book

This white paper issue examines the major barriers to study abroad for community college students and the changes necessary to increase access and participation in study abroad programs by community college students. Opens in PDF.

Expatriate research has played an important role in international business and international human resource management research during the last few decades (Welch & Björkman, in press). This is not surprising given the key role expatriates often play in foreign subsidiaries, their high cost, and the challenges they may face in foreign cultures. However, since the early research on expatriate success, the definition of an expatriate and what it means to be successful have expanded (Collings, Scullion, & Morley, 2007; Brewster et al., 2014). While prior research has greatly increased our understanding of the determinants of expatriate success, the literature is criticized for being largely expatriate-centric, particularly focused on corporate expatriates, and with a somewhat singular focus on increasing expatriate cross-cultural adjustment (Takeuchi, 2010; Welch & Björkman; in press). This is problematic because the background, motivation, and experiences of the different types of expatriates, e.g. corporate versus self-initiated expatriates, may vary substantially (Froese & Peltokorpi, 2013). Accordingly, organizations need to concern themselves beyond simply the adjustment of their expatriates, and look at whether the objectives of expatriation have been met – both long and short term, and the impact it has had, and may continue to have, on multiple stakeholders (Reiche, Lazarova, & Shaffer, 2014).

With this comes a greater imperative to broaden our research perspectives. These perspectives should account for a greater range of expatriate types and the increasing presence of women expatriates and expatriates from emerging economies (Brookfield Global Relocation Trends, 2014; Collings et al., 2007; Mayrhofer & Scullion, 2002). When defining expatriate success, our perspectives should also involve a longer time frame (including repatriation, career outcomes, and sustainability), and a wider range of stakeholders directly or indirectly implicated by the expatriation process (Oddou, Osland, Blakeney, 2009; O’Sullivan, 2013). Cross-cultural contact impacts and requires adaptation of all parties involved – not simply the expatriate (Berry, 1997; Caprar, 2012). A multiple stakeholder perspective is also crucial for developing sustainable IHRM expatriation practices. We should also be interested in processes – asking what roles various stakeholders play in the expatriation process, and what effect expatriation may have on these stakeholders. We suggest that stakeholders could include, but are not limited to: the multinational HQ and its subsidiaries, host country nationals (HCNs) within and outside of the workplace, other expatriates in the host unit or in other subsidiaries, spouse/partner, family members, and host communities and nations.

This special issue seeks papers that can change the conversations we will have about expatriation, expand our theoretical horizons, while identifying clear practical and actionable prescriptions for expatriates and the stakeholders. We encourage papers that think outside the proverbial expatriate adjustment box and papers that situate the expatriate in the appropriate context along with the stakeholders implicated by the process. Original quantitative, qualitative, and mixed-methods research, meta-analytic reviews, and theory development are all potentially suitable for inclusion in the special issue. Below is a list of exemplary topics that are consistent with the scope of the special issue:

  • Networks of expatriates
  • Challenges surrounding the selection, preparation and support of women expatriates
  • Interaction between expatriates and HCNs of different hierarchical levels (supervisor, colleague, subordinate)
  • Impact of HCNs on expatriate success
  • Impact of expatriates on HCNs’ attitudes and behaviors
  • Sustainable relationships between expatriates and local stakeholders
  • Sustainable IHRM expatriation practices
  • Differences and impact of host organizations on different types of expatriates
  • Interaction between family and expatriate (e.g., work-life balance, conflict, or enrichment)
  • Challenges of emerging expatriate types (e.g., flexpatriates, commuters, virtual expatriates who are geographically separated from their families, expatriates from emerging economies)
  • Challenges organizations face in managing alternative forms of global employees 
  • Impact of spouse/family, co-worker, mentor, organizational support
  • The roles of HQs and subsidiaries in the expatriation process
  • Stakeholders in the repatriation process and career development of expatriates
  • Interaction between the repatriate and the work unit
  • Expatriate-specific HR practices in the host unit
  • Organizational culture in the subsidiary and/or local organization
  • Experiences of expatriates in various host country environments

Submission Process and Timeline

To be considered for the special issue, manuscripts must be submitted no later than 15th November 2015, 5:00pm Eastern Standard Time. Papers may be submitted prior to this deadline as well. We welcome quantitative, qualitative (including case studies) and conceptual papers that provide unique insights into expatriates in context. Findings and/or conceptualizations should have theoretical and policy implications, and seek to inform management practice. The editors of the Special Issue will be pleased to discuss initial ideas for papers via email.

Submitted papers must be based on original material not under consideration by any other journal or publishing outlet. The editors will select up to 5 papers to be included in the special issue, but other submissions may be considered for other issues of the journal. All papers will be subject to a double-blind peer review in accordance with the journal guidelines and will be evaluated by at least two reviewers and a special issue editor. The final acceptance is dependent on the review team’s judgments of the paper’s contribution on four key dimensions:

  1. Theoretical contribution: Does the article offer novel and innovative insights or meaningfully extend existing theory in the field of global mobility?
  2. Empirical contribution: Does the article offer novel findings and are the research design, data analysis, and results rigorous and appropriate in testing the hypotheses or research questions?
  3. Practical contribution: Does the article contribute to the improved management of global mobility?
  4. Contribution to the special issue topic.

Authors should prepare their manuscripts for blind review according to the Journal of Global Mobility author guidelines, available at www.emeraldinsight.com/jgm.htm. Please remove any information that may potentially reveal the identity of the authors to the reviewers.

Manuscripts should be submitted electronically at: http://mc.manuscriptcentral.com/jgmob. Authors should select the special issue title Expatriates in Context from the drop down menu.

For enquiries regarding the special issue please contact either of the two Guest Editors, Fabian Froese at ffroese@uni-goettingen.de or Soo Min Toh at soomin.toh@toronto.ca.

References

Berry, J. (1997). Immigration, acculturation, and adaptation. Applied Psychology: An International Review, 46, 1, 5–34.

Brewster, C., Bonache, J., Cerdin, J.-L., & Suutari, V. (2014). Exploring expatriate outcomes. International Journal of Human Resource Management. 25, 1921-1937.

Caprar, D.V. (2011). Foreign locals: A cautionary tale on the culture of MNC local employees. Journal of International Business Studies 42, 608-628. 

Collings, D.G., Scullion, H., & Morley, M.J. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42, 198 – 213.

Froese, F.J., & Peltokorpi, V. (2013). Organizational expatriates and self-initiated expatriates: Differences in cross-cultural adjustment and job satisfaction. International Journal of Human Resource Management, 24, 1953-1967.

Mayrhofer, W. & Scullion, H. (2002). Female expatriates in international business: empirical evidence from the German clothing industry. International Journal of Human Resource Management, 13, 815-836.

Oddou, G., Osland, J. S., & Blakeney, R. N. (2009). Repatriating knowledge: Variables influencing the "transfer" process. Journal of International Business Studies, 40, 181-199.

O’Sullivan, S. L. (2013). The empowering potential of social media for key stakeholders in the repatriation process. Journal of Global Mobility, 1, 264-286.

Reiche, S., Lazarova, M., & Shaffer, M. (2014). Me, myself and I: From individual-centered to multiple stakeholder perspectives in expatriate research. Panel presented at the Academy of International Business Annual Meeting.

Takeuchi, R. (2010). A critical review of expatriate adjustment research: Progress, emerging trends, and prospects. Journal of Management, 36, 1040-1064.

Welch, D., Björkman, I. (in press). The place of international human resource management in international business. Management International Review, DOI 10.1007/s11575-014-0226-3.

The management research on international mobility remains focused on immigrants in the ‘West’ such as in Europe and U.S.A (Al Ariss and Özbilgin, 2010; Inal, Özbilgin and Karataş-Özkan, 2009). Nevertheless, career of skilled immigrants in the Middle-East is under- researched in the management studies (Healy and Özbilgin, 2003). Accordingly, we know little on the career barriers and also on the opportunities as well as the strategies that immigrants in the Middle-East use to advance their careers. This theme is of great importance as of the large numbers of immigrants in this region. For example, organizations in oil exporting countries within the region are in need of employing expatriates from different parts of the world (Richardson and McKenna, 2003). However, in complete contrast to this openness towards attracting an international workforce, granting work and citizenship rights in some Middle-Eastern countries is a very complicated process.

We are interested in empirical and conceptual research that investigates the careers of skilled people undertaking an international mobility to or within the Middle-East region. This includes persons relocating to the Middle-East from European countries, Canada, U.S.A as well as from other countries. This also includes people moving from one Middle-Eastern country to another (such as the case of many Palestinians, Lebanese and Syrians) (Yapp, 1995). This international mobility could be undertaken on temporarily or permanent basis.

Countries in the Middle-East as well as immigrants in this region are not homogeneous (Tanova, Karatas-Özkan and Inal 2008). Accordingly, we are interested in studies that situate the career experiences of the immigrants within national and historical settings. This situational approach would offer a good representation of the diversity of careers available for immigrants in this region. Papers could examine the career of immigrants from micro-individual, meso-organizational, and macro contextual levels (Özbilgin, 2006; Syed, 2008). Contributors might decide to focus on one of these levels or to have a multilevel study. Papers using different methodological approaches and inter-disciplinary perspectives are welcome.

Call for papers questions may include (but are not limited to):

  • From a regional comparative perspective, what are the limitations and opportunities that the different state policy interventions in the Middle-East present for skilled immigrants’ career development?
  • At a national level, how do state policy interventions in the different Middle-Eastern countries influence the career experiences of skilled immigrants?
  • How does the intersection of gender and ethnicity affect skilled immigrants' career development in the context of employment in the Middle-East?
  • At the micro-individual level, what explains how skilled immigrants can have successful (or unsuccessful) careers in the Middle-East?
  • What do we know on immigrant entrepreneurs in the context of the Middle-East?
  • Within career and management studies, what theoretical frameworks/sensitizing concepts could be suitable to study careers of skilled immigrants in the Middle-East? What interdisciplinary approaches (e.g. sociological, political, socio-cultural, ideological and economical) could be suitable to examine their career experiences?


Manuscripts (with a word-count of 5000-7000) and correspondence should be submitted via e-mail by November 30th 2010 to either Guest Editors of this special issue (while copying the others) at the following email address:

Akram Al Ariss: akram.alariss@groupe-esc-troyes.com
Nur Koprulu: nkoprulu@ciu.edu.tr
Gozde Inal: ginal@ciu.edu.tr



References
Al Ariss, A. and M. Özbilgin (2010). ‘Understanding Self-Initiated Expatriates: Career Experiences of Lebanese Self-initiated Expatriates’, Thunderbird International Business Review, 54(4).

Inal, G., M., Özbilgin, M. Karatas-Özkan (2009). Understanding Turkish Cypriot Entrepreneurship in Britain. In T. Kucukcan and V. Gungor (eds), Turks in Europe: Culture, Identity, Integration, Amsterdam: Turkevi Research Centre, pp. 483-513.

Özbilgin, M. F. (2006). ‘Relational methods in organization studies: a review of the field’. In O. Kyriakidou and M. F. Özbilgin (eds), Relational Perspectives in Organizational Studies. A Research Companion, pp. 244-264. Cheltenham: Edward Elgar.

Özbilgin, M. and G. Healy (2003). ‘"Don't mention the war" - Middle Eastern careers in context’, Career Development International, 8(7), pp. 325 - 327.

Richardson, J. and S. McKenna (2003). ‘International experience and academic careers: what do academics have to say?’, Personnel Review, 32(6), pp. 774-795.

Syed, J. (2008). ‘Employment prospects for skilled migrants: A relational perspective’, Human Resource Management Review, 18 (1), pp. 28-45.

Tanova, C., M. Karatas-Özkan and G. Inal (2008). ‘The process of choosing a management career. Evaluation of gender and contextual dynamics in a comparative study of six countries: Hungary, Israel, North Cyprus, Turkey, UK and the USA’, Career Development International, 13(4), pp. 291-305.

Yapp, M. (1995). The Near East Since the First World War. London: Longman.

Guest editors: Brendan Gray (University of Otago) and Rod McNaughton (University of Auckland)

Abstract due: 31 July 2014

Confirmation: 31 August 2014

Full papers submitted by: 15 January 2015

We are seeking conceptual and empirical papers that explore the theoretical interplay between entrepreneurship, sustainability and resilience. This offers an opportunity to examine the interface between these three constructs thus contributing to a significant scholarly debate and the development of theory that is importance to the broader field of business, economics, and allied fields of practice such as economic development. Possible topics include:

  • Tensions between sustainability and resilience
  • Mechanisms linking entrepreneurship to the resilience of individuals, organizations or communities
  • Institutional influences on entrepreneurship, sustainability and resilience
  • Studies of sustainability and resilience in real or virtual communities
  • Issues involved in using the constructs of sustainability and resilience at different levels, from the individual through to nations
  • Studies that focus on particular economic, social and/or ecological risks and human response viewed through the lens of sustainability and/or resilience
  • Approaches and issues to measuring sustainability and resilience
  • Other related issues.

“Resilience” is an increasingly important concept in our understanding of how organisations and local communities perform and respond to exogenous shocks. Research in a number of contexts suggests the actions of entrepreneurs result in more resilient organizations and economic systems that better withstand disruptions and recover quicker. However, there is limited knowledge of the specific mechanisms that drive this association, even though such knowledge would be valuable in helping organizations and regions to foster entrepreneurial activities that will better prepare them to deal with a variety of possible challenges.

Entrepreneurship researchers have made surprisingly few contributions to the discussion and understanding of “resilience”. Yet resilience and entrepreneurship have many attributes in common; for example, flexibility, adaptiveness, proactivity, and innovativeness. One of the key tensions in entrepreneurship theory – whether the actions of entrepreneurs move the economy toward equilibrium or away from it – has an analogy in resilience discourse; the question of whether resilience helps communities and/or organisations to preserve existing economic structures or adapt by forging new ones.

The dominance of the “sustainability” construct in the entrepreneurship literature may be one reason that researchers have yet to grapple with the possible overlap between entrepreneurship and resilience enhancing processes. Sustainability is associated with business models that minimize negative externalities, whereas resilience focuses more on adapting to change, especially sudden shocks in the external environment. Thus, while literature adopting a sustainability perspective tends to focus on how business effects the environment, a resilience perspective focuses more on how the environment affects business.

The Journal of Enterprising Communities: People and Places in the Global Economy is published by Emerald. Articles should be a maximum of 10,000 words, including references and appendices. Information on the format of manuscripts is available at: http://www.emeraldinsight.com/products/journals/author_guidelines.htm?id=jec#10 Prospective authors should begin by sending an abstract of approximately 500 words to one of the guest editors before 31 July 2014. Selected authors will be invited to develop a full paper and submit it for review by 15 January 2015.

Co-editors:

Professor Brendan Gray

University of Otago

brendan.gray@otago.ac.nz

 

Professor Rod McNaughton

University of Auckland

r.mcnaughton@auckland.ac.nz

Export-Import Management System Online (EIMSO) is a management planning tool designed to help develop a company’s import or export strategy and operational procedures. EIMSO consists of two dynamic software programs: Export Management System Online and Import Management System Online, each of which consists of four modules covering various topics related to export and import management. A five-week free trial is available, but a paid subscription as a student, instructor, or business is required to access the full resources.

Foreign language educators face the challenge of how to facilitate connections of foreign language education to international business. Patricia Ryan Paulsell and Cate Brubaker provide a guide to these educators showing best practices from five leading universities on international business education. The guide also provides the 'stakeholder' strategy to cater to the needs of the students and parents, the institutional decision-makers, and the business community. Opens in PDF.

Motivation for the Special Issue

Family businesses, which contribute more than 66% of global GDP, significantly influence the global economy, particularly through their dominance in emerging markets. With the fast development of emerging markets, more family businesses from the Global South have stepped on the international stage. These family businesses have unique characteristics and behaviors that are distinct from those of their peers in more developed countries in the Global North. Yet most of the literature examines family businesses in the Global North. This focus has created an important knowledge gap that leads us to direct attention to family businesses in the Global South to advance existing IB theories and introduce new constructs and theories from other fields that enrich the interdisciplinarity and cross-functionality of the IB field.

We typically divide the world into more developed, wealthier nations that are commonly referred to as the "Global North", where most IB scholars are located, and developing nations or the "Global South". However, this simplistic division is being reconsidered because not all wealthier nations are situated in the Global North while not all developing nations are situated in the Global South. Moreover, countries in Asia, the Middle East, Africa, and Latin America are growing in political and economic power, triggering a reordering of the global political and economic dynamics, such as power relations and strategic interactions between nations and regions, and policies and approaches to trade, investment, regulations and development. Because family businesses in these regions account for more than three-quarters of all companies and more than half of the largest ones, the previously mentioned global reordering throws a spotlight on family businesses from the Global South as key actors with growing agency to influence the global economy and the contexts in which they operate.

Various theoretical perspectives have been used to study family businesses, including internalization theory, institutional theory, the resource-based view, and behavioral agency theory. For example, family businesses have unique family-based resources that provide firm-specific advantages (Kano, Ciravegna & Rattalino, 2021) and stability-inducing heritage assets (Arikan, Koparan, Arikan & Shenkar, 2019) that are combined with a persistent, long-term approach to internationalization (Calabro, Chrisman & Kano, 2022). To provide another example, research based on behavioral agency theory shows that family owners’ pursuit of socioemotional wealth (SEW) – which includes the family owners’ preservation of a) control and influence, b) binding social ties with stakeholders, c) identification with the business, d) transgenerational control, and e) emotional attachment (Gomez-Mejia, Makri, & Larraza-Kintana, 2010) – helps explain distinct family firm behaviors and outcomes, including on internationalization (Miroshnychenko et al., 2023). Because family owners tend to be loss-averse regarding their SEW, they display a lower likelihood of internationalization. Moreover, if they internationalize, their internationalization mode, scope, scale and process tend to differ from those of their non-family counterparts (Arregle et al., 2021; Arregle et al., 2017; Debellis et al., 2024; Hennart, Majocchi, & Forlani, 2019; Pukall & Calabro, 2014).

Yet, prior literature has focused on family business behaviors and outcomes in the context of the Global North and overlooked their counterparts from the Global South (Arikan & Shenkar, 2022). Similarly, regions such as MENA, Sub-Sahara Africa, and smaller countries in Asia and Latin America have remained underrepresented in IB research. One notable exception refers to Arregle et al. (2021), who systematically document how family ownership in the Global North and Global South influences organizational internationalization, adding nuance to IB theories. Arregle et al. (2024) argue that there is scope to further integrate research in family business with research in the IB field.

While the unique institutional environment shapes family businesses in the Global South differently from those in the Global North (Eddleston, Sarathy & Banalieva, 2019; Lu et al., 2015), we still lack a deeper understanding of the underlying mechanisms that shape the internationalization trajectories of family businesses from the Global South (Dau, Morck & Young, 2021). These firms leverage the family to grapple with an institutional context characterized by weaker institutions, economic inequality, less access to scarce resources, environmental degradation, human rights concerns, and lower transparency as reflected in the Transparency International’s Corruption Perceptions Index. By virtue of their ability to navigate and fill institutional voids, they can operate under vast uncertainty, and innovate when faced with new challenges. Moreover, they bring these skills from their domestic markets to international markets and acquire new capabilities as they globalize. For example, Dinh et al. (2019) compared the corporate governance of Asian family businesses with those in the West from an institutional perspective. The authors argue that institutional factors in the Asian context, such as political, regulatory, cultural, and social issues, shape the informal governance mechanisms of Asian family businesses. Their findings draw attention to the importance of informal institutions, suggesting that Asian family businesses utilize political connections in response to legal failure and depend largely on personal relationships to mitigate uncertainty. Several other scholars showed that these unique institutional capabilities can be leveraged in other markets (Cuervo-Cazurra & Genc, 2008). For instance, Carney, Dieleman and Taussig (2016) documented how an Indonesian family business leveraged its experience working with the Indonesian military in its projects in Vietnam, where the military also played an influential role. Lincoln, Gerlach, and Ahmadjian (1996) examined how Japanese family businesses leveraged their historical zaibatsu roots and keiretsu network connections to navigate both domestic and global markets, maintaining stability through cross-shareholding and interlocking directorates. Additionally, the embeddedness of family businesses in informal institutions outside their home country can lead to unique forms of diaspora entrepreneurship (Portes & Sensenbrenner, 1993). Therefore, given the distinct characteristics and behaviors of family businesses from the Global South, the existing findings and knowledge might not be applicable to understanding these family businesses’ unique internationalization trajectories, requiring a deeper understanding of the role of formal and informal institutions, more nuanced theory development, and/or the development of novel theories.

We view this dearth of knowledge on family businesses in the Global South as an opportunity to develop new theories and add nuance to established IB theories (e.g., the Uppsala model or the OLI paradigm). For instance, in the Global South, families constitute familial networks, and societal trust in families is high, whereas trust in formal institutions can be low (Jaskiewicz et al., 2021). Large family business groups have emerged across the Global South and North in the past decades. In South Korea, family ownership and control are the defining foundation of “who controls a corporation,” given the national economy's significant dependence on family businesses (Kim, Kim & Li, 2008). Despite this, the family dimension of these international business groups has received limited attention.  Moreover, there has been even less emphasis on family business groups from or in regions, such as MENA or Sub-Sahara Africa, that are currently gaining influence as the world order evolves. For instance, few scholars have studied the diversity among and across family businesses in different parts of the Global South. Tasavori et al. (2018) show that internal social capital can prompt the international performance of family businesses in Turkey. Also, Chung et al. (2021) argue that, in the context of Taiwan, family managers can be appointed to foreign subsidiaries to mitigate institutional uncertainties. In addition, Rienda et al. (2019) provide evidence that Indian family businesses show different entry modes compared to their counterparts from developed countries. Research in the context of Korean business groups suggests that ties to political regimes influence the formation of cross-border alliances (Siegel, 2007), but it is unclear whether this holds true for all markets. While these findings contribute to existing literature, more studies are needed to systematically compare and develop IB theories that integrate these findings at the intersection of IB and family businesses, particularly in the Global South.

Research has examined the hurdles of internationalization, including entry barriers (e.g., necessary economies of scale, greenfield investment, joint ventures), yet excluding successful SMEs from the Global South. However, the Internet of Things, rapid digitalization, and artificial intelligence applications enable even small companies from countries such as Egypt or Nigeria to internationalize successfully. For instance, Elves is an Egyptian SME providing a personal assistant service that, thanks to the use of AI, has been able to expand its services beyond Egypt, reaching a global customer base. What we do not know yet is how the family dimension of funding, owning, and/or managing many of these players from the Global South influences their global ascent (or decline) relative to family business players from the Global North and non-family players from the Global South.

One area where the increasing agency by family businesses from the Global South may be particularly impactful is in addressing Grand Challenges, commonly defined as “formulations of global problems that can be plausibly addressed through coordinated and collaborative effort” (George, Howard-Grenville, Joshi & Tihanyi, 2016: 1880). Family businesses in the Global South have the potential to play a fundamental role in addressing Grand Challenges such as climate change, human rights issues, or social inequality, both in constructive as well as in destructive ways. In terms of constructive roles, we see promise in discovering how family business from the Global South leverage their ability to fill institutional voids by combining their resources and socioemotional purposes to effect change in their ecosystem (Tippman, Ambos, Giudice, Monaghan & Ringov, 2023). For instance, corporate giving can serve as a strategic tool for family business from the Global South to contribute to society at large and gain community support (Jeong & Kim, 2019). In terms of destructive ways, the strength of family ties may have unintended negative effects on society, for instance, when kinship networks or clans build powerful family business groups (Suddaby et al., 2023) that are associated with state capture (Fogel, 2006), and these become the extended arm of autocratic leaders and dictators,  associated with unethical behaviors such as tax avoidance (Niu, Wang, Zhou & Gan, 2024) or corruption (Cuervo-Cazurra & Genc, 2008). Moreover, family involvement can negatively affect corporate social responsibility, suggesting that controlling family members may prioritize their own interests over those of minority shareholders (Choi, Han & Kwon, 2019; Ghoul, Guedhami, Wang & Kwok, 2016). Although there is a large literature on multinationals and their ability to navigate institutional voids and contribute to alleviating societal problems, the mechanisms by which family businesses navigate institutional voids and tackle Grand Challenges remain understudied (Buckley, Doh & Benischke, 2017).

Besides refining, enriching and/or extending existing theories in IB, we suggest that focusing on family businesses from the Global South, their internationalization and ability to address Grand Challenges, has the potential for integrating theories from outside the IB field. The study of family business is, by definition, interdisciplinary, and scholars already use a wide range of theories, drawing from fields outside or adjacent to management, such as finance and economics (Masulis, Pham & Zein, 2011), family science (Combs et al., 2020) and anthropology (Stewart, 2003; Verver & Koning, 2018) to advance theory on these businesses. Integrating such insights from outside IB to reflect on family businesses’ internationalization is still in its infancy. However, recent papers in the Journal of International Business Studies illustrate the vast potential of pursuing this path. For instance, Bohas and Meschi (2023) suggest that elite status attainment by Chinese business owners is a motivation for and success factor in acquisitions of French vineyards, while Carney and Dieleman (2024) draw on sociology theories to suggest that status signaling can constitute a tool to alleviate the liability of outsidership that family businesses from the Global South face when seeking entry into the Global North. We hope to accelerate this stream of research and expect this special issue to help integrate more novel theories outside IB.

Aims and Scope of the Special Issue  

The proposed SI seeks to advance our understanding of family businesses from the Global South and Global North. We are interested in contributions that can unlock knowledge on underexplored topics and geographies and advance ongoing conversations in the IB field. We are especially keen to stimulate new theoretical insights that extend IB theories or that open up new streams of IB research by leveraging theories from outside the IB field.

We welcome submissions answering questions at the macro, meso, and micro levels of analysis (as well as across levels). Moreover, we welcome research using diverse methods, including quantitative and qualitative approaches and conceptual/theoretical contributions. We encourage interdisciplinary and cross-functional perspectives.

In line with JIBS policy, we do not accept review papers for this special issue. We welcome high-quality submissions that look at family businesses from around the world, particularly those from regions that have been under-represented in the literature.  Finally, the editors especially welcome manuscripts that research how family businesses address Grand Challenges. We welcome submissions with different theoretical and methodological perspectives.

Possible topics that would be suitable for this SI include (but are not limited to):

  • Where do families, in particular those from the Global South, get their advantage (or disadvantage) from? What differentiates them from other multinationals, whether from the Global North or the Global South? What makes them distinct in different institutional contexts and how does this distinctiveness impact the way they internationalize? What organizational features do they display, and what networks do these families form? How are they different from industrial networks or state-owned enterprises? Are current IB theories sufficient to understand their internationalization patterns? What is the role of formal and informal institutions and how do related insights impact IB theories? How can insights from other disciplines, within and outside the broader management field, enhance our cross-functional IB knowledge?
  • When do family businesses, particularly in the Global South, approach Grand Challenges at home and abroad, and, if they do, why?  What explains whether family businesses, in such contexts, alleviate or contribute to inequality, human rights issues, and environmental concerns? What determines whether family businesses become heroes or villains regarding Grand Challenges? Do family businesses follow other approaches toward Grand Challenges as compared to other companies? If so, how and why? Where do these differences matter?
  • There are various theoretical perspectives explaining family businesses’ goals, behaviours, and outcomes. The Socioemotional Wealth (SEW) perspective has been popular in the Global North. Can this perspective provide novel explanations for family businesses’ internationalization and approaches to Grand Challenges in the Global South? For instance: How does SEW differ and operate across family businesses from different international contexts? Do family owners from the Global South pursue additional dimensions of SEW that are not included in the five key dimensions developed in the Global North? If so, why do family owners pursue these new SEW dimensions, and how does their pursuit influence their approaches to internationalization and their efforts to address Grand Challenges? Alternatively, are other perspectives, such as internalization theory or institutional theory more promising and relevant in the context of the Global South to explain family businesses’ approaches to internationalization and efforts to address Grand Challenges? 
  • How do the Internet of Things, digitalization, and AI change family businesses’ ability and willingness to internationalize and address Grand Challenges? How do these mechanisms change chosen approaches of family businesses from the Global South relative to those from the Global North? Can these mechanisms help family businesses deal with the inherent uncertainty and roughness that often paralyze organizational decision-making in challenging institutional environments?
  • What drives family business decisions to “give up” on internationalization and hide the family’s wealth in tax havens? What motivates families to move their businesses into or out of markets in the Global South, politically/economically unstable and war-torn countries? Additionally, where does family capital go in such situations? How does the geographical location of their capital influence these companies’ decisions to expand internationally?
  • How do family businesses hedge against risks (or even war) in politically/economically unstable countries in the Global South? How do they respond to co-optation, corruption, and undue regulatory pressures exerted on entrepreneurial families and family businesses in this context? Are there any differences on how family businesses in the Global South manage their relations with home and host governments and other stakeholders in comparison with family businesses in the Global North or non-family counterparts?
  • Does family capitalism play a different role in the Global South when compared to the Global North and across different regions from the Global South? If yes, how? For instance, what is the role played by family offices, family foundations, family investment companies, or family academies in managing the financial, socioemotional and human capital of entrepreneurial families? How do differences in the extent and type of financial and socioemotional wealth owned by entrepreneurial families lead to differences in their behavior with respect to international business?

 Deadline and Submission Instructions 

 Authors should submit their manuscripts between January 16, 2026, and January 30, 2026, via the Journal of International Business Studies submission system, available at https://mc.manuscriptcentral.com/jibs. All submissions will go through the standard double-blind review process.

The guest editors plan to run:

  • Three online information sessions about the Special Issue at different times to enable scholars from around the globe to participate.
  • Presentations at major global conferences on family business – IFERA, FERC, and STEP – to bring this special issue to the attention of scholars using novel approaches, constructs, and theories that could inform the international business field.
  • A paper development workshop (PDW) at the 2025 AIB annual meeting. The guest editorial team has already secured some funding for this.
  • A communication strategy with regular posts on the LinkedIn, X, and Facebook platforms. Moreover, we will also share posts via the AOM, AIB, SMS, FERC and IFERA listservs to create awareness and enhance the reach of the special issue.
  • A symposium for the papers accepted in the special issue. The aim is to enhance the visibility and impact of the articles included in the special issue. The guest editorial team has already secured some funding for this.

Questions about the Special Issue may be directed to the guest editors or the JIBS Managing Editor (managing-editor@jibs.net).

 Publisher: Springer International

Publishing Editor: Dr. Sami BASLY, Associate Professor, University of Paris West Nanterre La Défense

Book description: Family firms are the most common type of firms throughout the world and particularly in the Arab and Muslim-Majority countries. Surprisingly, very little academic research has been conducted about these organizations in a region characterized by a strong importance given by individuals and communities to family, clans, values and tradition. From the Maghreb to the Middle East, small and more aged firms are commonly owned and managed by members of extended families who play a distinguishing role in the Arab world unlike nuclear families in Western or Nordic countries. As extant research is mainly due to Western researchers established in many cases in these countries, current knowledge about Arab family firms is heavily influenced by a Western culture lens. Well, even if theses analyses are legitimate, one could assume that researching family firms in the Arab world may require handling the specific context, culture and values of the countries where they evolve. Besides, family business scholars have paid attention to family firms in some regions of the world – apart from Western countries – such as Asia, Latin America. But, to our best knowledge, no attention has been paid to the Arab countries region despite the need and value of such an analysis.

The projected book intends to shed light on these organizations in order to highlight their uniqueness in the specific context of the Arab region. How these firms could grow, operate and compete in societies characterized by high collectivism, high uncertainty avoidance and high masculinity (Hofstede, 1991)? Even if it is difficult to generalize most cultural values across all Arab countries (Lamb, 1987), some authors emphasized the unique characteristics of the Arab culture and identified it as a fourth paradigm that represents the management practice in Arab countries besides the three most well-known paradigms (American, European, and Japanese cultural paradigms) (Obeidat et al., 2012). Particularly, Arab culture is adherent to religion and is characterized by “familism”, where the loyalty of individuals is to their families and then to the next social level that individuals belong to as their tribe, religious sect or to the extended family (Sidani and Thornberry, 2009). In addition, as pointed out by Al-Rasheed (2001), managers have a limited future orientation and excessive lack of delegation of authority. Moreover, a difficult emancipation from tradition is highly noticeable. In sum, some constant features may be underscored and may explain how family firms may be specific in Arab countries as all of these traits could be reflected in managerial styles, attitudes and practices.

Economic environment is not to be neglected as many of these countries roughly share the same difficulties pertaining to underdevelopment, high rates of unemployment and weak diversification of economies. In some other Arab countries, oil abundance is a determinant feature which constitutes both a hindrance to the exploration of new economic models but also a facilitator allowing for the conversion of certain countries’ economies. Arab family firms greatly contribute in shaping the economies of their countries but they are also constrained by their environment. However, they are the key for the development of the region’s countries and may help to provide solutions to the current crisis and political turmoil mainly originating from unemployment and lack of freedom. We solicit your scholarly articles to be incorporated in this edited book as a chapter. Prospective authors are encouraged to submit papers tackling the various aspects of management, governance and strategy of family firms in the Arab countries.

  • We expect scholarly articles to be incorporated in this edited book to highlight the following themes:
  • Does the cultural specificity of Arab family firms shape the governance and management of these firms?
  • What is the influence that specific values in the Arab world (Honor, pride, loyalty, trust) could exert on the management of family firms? How do spiritual and religious values influence business in family firms?
  • What’s the role of emotions in the management of family firms in the Arab World?
  • Is there any specificity of innovation by Arab family firms?
  • What influence do uncertainty avoidance and risk aversion have on financial decisions?
  • Do Arab family firms deal differently (from their Western counterparts) with social pressures and corporate social responsibility?
  • What impact, if any, political regimes and systems have on family firms in the Arab world?
  • How do Arab family firms compete internationally?
  • What is specific in the succession process for Arab Family firms?

Submission procedure: Conceptual and empirical papers (9000 – 10000 words) adopting a managerial, economic, sociological or historical perspective are welcome. Papers must be original and not published or in consideration elsewhere in other books, journals or websites. All papers will be submitted to a peer review process.

Interested authors are invited to send:

  • a working Chapter title;
  • a concise and a compelling abstract for the chapter;
  • a detailed resume (academic post, main academic qualifications and publications);

Submissions are to be sent by email to: sbasly@u-paris10.fr

Time frame:

  • Deadline for proposal submission: May 15, 2016
  • The final version is needed by June, 30, 2016

Contact: For inquiries about this call for chapters and manuscript submissions, please email to the editor: sbasly@u-paris10.fr

References:

Al-Rasheed A., 2001. Features of Traditional Arab Management and Organization in the Jordan Business Environment. Journal of Transnational Management Development, Vol. 6, Iss. 1-2, 2001.

Dadfar, H., 1984. Organization as a mirror for reflection of national culture: A study of organizational characteristics in Islamic nations. In Proceedings of the First International Conference on Organization Symbolism and Corporate Culture, 1984.

Hofstede, G., 1991. Cultures and Organizations: Software of the Mind. McGraw-Hill, London.

Lamb, D., 1987. The Arabs. Random House, New York.

Obeidat, B. Y., Shannak, R. O., Masa’deh, R., & Al-Jarrah, I. (2012). Toward better understanding for Arabian culture: Implications based on Hofstede’s cultural model. European Journal of Social Sciences, 28(4), 512-522.

Sidani, Y., Thornberry, J., 2009. The current Arab work ethic: Antecedents, implications, and potential remedies. Journal of Business Ethics 91 (1), 35–49.

Weir, D. T. H., 1993. Management in the Arab world, In Proceedings of The First Arab Management Conference. University of Bradford Management Centre, UK July 6-8, 604-623.

In this special issue, we invite researchers to submit original papers, case studies and review articles that provide new insights on family firms in Iberoamerican countries. Articles that compare the findings from these regions with the current literature are particularly encouraged. The topics to be covered by this call include, but are not limited to:

  • Firm succession, family legacy and sustainability of family businesses. 
  • Essays in business history of families firms. 
  • Firm performance and the family founder effect. 
  • Internationalization and businesses diversification in family controlled firms.
  • Family business groups and conglomerates.  
  • Corporate governance in family firms.
  • Family businesses finance, capital structure and agency conflicts. 
  • Entrepreneurship dynamics within family firms.
  • Productivity and innovation in family controlled firms.
  • Professionalization and delegation within family firms. 
  • The role of family businesses and business families in different economies and societies.

For questions regarding, Submission Process & Guidelines for this special Issue please contact the Guest Editors:

Alberto Gimeno, ESADE, Spain alberto.gimeno@esade.edu

Maria José Parada, ESADE, Spain mariajose.parada@esade.edu

Claudio Muller, Universidad de Chile, Chile cmuller@fen.uchile.cl

References

Claessens, S., & Yurtoglu, B. (2013). Corporate governance in emerging markets: A survey, Emerging Markets Review, 15: 1–33.

Fan, J., Wei, K., & Xu, X. (2011). Corporate finance and governance in emerging markets: A selective review and an agenda for future research, Journal of Corporate Finance, 17: 207–17.

Kearney, C., 2012. Emerging markets research: trends, issues and future directions. Emerging Markets Review 13: 159–183.

Yu A., Lumpkin G., Sorenson R., & Brigham, K. (2012) The Landscape of Family Business Outcomes: A Summary and Numerical Taxonomy of Dependent Variables, Family Business Review, 25: 33-57.

Farmingdale State College, a campus of the State University of New York, is a coeducational, public college of applied science and technology with an enrollment of more than 7,900 undergraduate students and a rich history of over 76,000 graduates. As the largest of SUNY’s colleges of technology, Farmingdale State College equips students with the resources and knowledge sought by today’s emerging industries. Offering bachelor and associate programs, Farmingdale State College will soon offer its first graduate degree. A total of 34 undergraduate degree programs are offered within four schools: Arts & Sciences, Business, Engineering Technologies, and Health Sciences. Small classes with nationally recognized faculty, technology-enhanced classrooms, state-of-the-art information services as well as a highly successful NCAA Division III athletics program, make Farmingdale State College one of the fastest-growing colleges in the region.

According to the 2013 U.S. News & World Report, Farmingdale State College is ranked one of the best regional colleges in the north at #31, which includes both public and private colleges; when compared to public colleges in the north region, Farmingdale was ranked at #8. The Daily Beast named Farmingdale State College as the 5th safest campus in the nation. Farmingdale State is located on 380 lush acres in the heart of Long Island, approximately 45 minutes from New York City.

Job Description: Farmingdale State College invites applications for a tenure track faculty position in International Business at the Assistant Professor level. Excellent communications and collaboration skills are required. Ability to develop and teach a range of courses in international business including introductory and upper level courses in one or more of the following areas including International Business, International Management, International Marketing, International Supply Chain Management and International Finance.

All faculty members at Farmingdale State College have three workload components: teaching, research and scholarly activity, and service. Service includes advising students as well as serving on departmental and college wide committees. The successful candidate will demonstrate an interest and high level of competence in teaching. Candidates should have a research agenda that complements their area of academic specialty and has the potential for peer-reviewed publications and presentations, both of which are necessary for promotion and tenure at Farmingdale State College.

QUALIFICATIONS: Ph.D. in International Business, Business, or Management with research interest in International Business from AACSB accredited school and an established research agenda required. ABD with all degree requirements completed including the dissertation defense by the date of appointment will be considered.

PREFERRED QUALIFICATIONS: Established record of scholarship and publications in the field. Previous college teaching experience and knowledge of course instructional technologies and online course management systems such as Blackboard or Angel. Industry related experience is a plus.

Additional Information: This is a full-time, 10 month faculty position.

POSITION AVAILABLE: September 1, 2015

CLOSING DATE FOR RECEIPT OF APPLICATIONS: October 24, 2014

Salary: competitive

VISA SPONSORSHIP IS NOT AVAILABLE FOR THIS POSITION

State University of New York is an Equal Opportunity/Affirmative Action Employer Application Instructions: To apply, submit a letter of application, c.v., a separate statement of teaching philosophy and methodology, unofficial copy of graduate transcripts (showing highest degree awarded/or currently in process), names and contact information of three references. Only applications made through Farmingdale’s electronic application system will be accepted. Candidates invited for interviews will be asked to make a presentation on their research as well as a separate teaching demonstration. For more information go to Human Resources at www.farmingdale.edu. Apply Here: http://farmingdale.interviewexchange.com/jobofferdetails.jsp?JOBID=52953

About Farmingdale State College:
Farmingdale State College, a campus of the State University of New York, is a coeducational, public college of applied science and technology with an enrollment of more than 7,900 undergraduate students and a rich history of over 76,000 graduates. As the largest of SUNY’s colleges of technology, Farmingdale State College equips students with the resources and knowledge sought by today’s emerging industries. Offering bachelor and associate programs, Farmingdale State College will soon offer its first graduate degree. A total of 34 undergraduate degree programs are offered within four schools: Arts & Sciences, Business, Engineering Technologies, and Health Sciences. Small classes with nationally recognized faculty, technology-enhanced classrooms, state-of-the-art information services as well as a highly successful NCAA Division III athletics program, make Farmingdale State College one of the fastest-growing colleges in the region. According to the 2013 U.S. News & World Report, Farmingdale State College is ranked one of the best regional colleges in the north at #31, which includes both public and private colleges; when compared to public colleges in the north region, Farmingdale was ranked at #8. The Daily Beast named Farmingdale State College as the 5th safest campus in the nation. Farmingdale State is located on 380 lush acres in the heart of Long Island, approximately 45 minutes from New York City.

Job Description:
Farmingdale State College invites applications for a tenure track faculty position in Business Management at the Assistant Professor level. Excellent communications and collaboration skills are required. Ability to teach a range of courses across the management curriculum including introductory and upper level courses such as strategic management, production management, small business management, and operations management. All faculty members at Farmingdale State College have three workload components: teaching, research and scholarly activity, and service. Service includes advising students as well as serving on departmental and college wide committees. The successful candidate will demonstrate an interest and high level of competence in teaching. Candidates should have a research agenda that complements their area of academic specialty and has the potential for peer-reviewed publications and presentations, both of which are necessary for promotion and tenure at Farmingdale State College.

Requirements:
QUALIFICATIONS: Ph.D. or D.B.A. in Management/Business Administration from AACSB accredited program, or ABD with all degree requirements completed including the dissertation defense by the date of appointment, developed research agenda. Individuals with a Ph.D. in a closely related field and completion of an AACSB certified bridge program in Management will also be considered.

PREFERRED QUALIFICATIONS: Ph.D. or D.B.A. in Management/Business Administration from AACSB accredited program. An established record of scholarship and publications. Previous college teaching experience. Experience with course instructional technologies and an online course management system such as Blackboard or Angel. Additional Information: This is a full-time, 10 month faculty position. For the first 10 working days, beginning October 1, 2012 and ending October 15, 2012 , applications will be limited to UUP Farmingdale.

POSITION AVAILABLE: September 1, 2013

CLOSING DATE FOR RECEIPT OF APPLICATIONS: November 12, 2012 Salary $75,000 and may increase commensurate with experience. VISA SPONSORSHIP IS NOT AVAILABLE FOR THIS POSITION State University of New York is an Equal Opportunity/Affirmative Action Employer

Application Instructions:
To apply, submit a letter of application, c.v., a separate statement of teaching philosophy and methodology, unofficial copy of graduate transcripts (showing highest degree awarded/or currently in process), names and contact information of three references. Only applications made through Farmingdale’s electronic application system, http://farmingdale.interviewexchange.com/ will be accepted. Candidates invited for interviews will be asked to make a presentation on their research as well as a separate teaching demonstration. Only applications submitted online will be accepted. Apply Here: http://www.Click2Apply.net/mvhqw4x

About Farmingdale State College:
Farmingdale State College, a campus of the State University of New York, is a coeducational, public college of applied science and technology with an enrollment of more than 7,900 undergraduate students and a rich history of over 76,000 graduates. As the largest of SUNY’s colleges of technology, Farmingdale State College equips students with the resources and knowledge sought by today’s emerging industries. Offering bachelor and associate programs, Farmingdale State College will soon offer its first graduate degree. A total of 34 undergraduate degree programs are offered within four schools: Arts & Sciences, Business, Engineering Technologies, and Health Sciences. Small classes with nationally recognized faculty, technology-enhanced classrooms, state-of-the-art information services as well as a highly successful NCAA Division III athletics program, make Farmingdale State College one of the fastest-growing colleges in the region. According to the 2013 U.S. News & World Report, Farmingdale State College is ranked one of the best regional colleges in the north at #31, which includes both public and private colleges; when compared to public colleges in the north region, Farmingdale was ranked at #8. The Daily Beast named Farmingdale State College as the 5th safest campus in the nation. Farmingdale State is located on 380 lush acres in the heart of Long Island, approximately 45 minutes from New York City.

Job Description:
Farmingdale State College invites applications for a tenure track faculty position in International Business at the Assistant Professor level. Excellent communications and collaboration skills are required. Ability to develop and teach a range of courses in international business including introductory and upper level courses such as international management, international human resource management, seminar in global and international business management. All faculty members at Farmingdale State College have three workload components: teaching, research and scholarly activity, and service. Service includes advising students as well as serving on departmental and college wide committees. The successful candidate will demonstrate an interest and high level of competence in teaching. Candidates should have a research agenda that complements their area of academic specialty and has the potential for peer-reviewed publications and presentations, both of which are necessary for promotion and tenure at Farmingdale State College.

Requirements:
QUALIFICATIONS: Ph.D. or D.B.A. in International Business/Business Administration from AACSB accredited program, or ABD with all degree requirements completed including the dissertation defense by the date of appointment, develop research agenda. Individuals with a Ph.D. in a closely related field and completion of an AACSB certified bridge program in International Business will also be considered.

PREFERRED QUALIFICATIONS: Ph.D. or D.B.A. in International Business/Business Administration from AACSB accredited program. Established record of scholarship and publications, and previous college teaching experience. Experience with online course management systems such as Blackboard or Angel. Additional Information: This is a full-time, 10 month faculty position. For the first 10 working days, beginning October 1, 2012 and ending October 15, 2012 , applications will be limited to UUP Farmingdale.

POSITION AVAILABLE: September 1, 2013

CLOSING DATE FOR RECEIPT OF APPLICATIONS: November 12, 2012 Salary $75,000 and may increase commensurate with experience. VISA SPONSORSHIP IS NOT AVAILABLE FOR THIS POSITION State University of New York is an Equal Opportunity/Affirmative Action Employer

Application Instructions:
To apply, submit a letter of application, c.v., a separate statement of teaching philosophy and methodology, unofficial copy of graduate transcripts (showing highest degree awarded/or currently in process), names and contact information of three references. Only applications made through Farmingdale’s electronic application system, http://farmingdale.interviewexchange.com/, will be accepted. Candidates invited for interviews will be asked to make a presentation on their research as well as a separate teaching demonstration. Only applications submitted online will be accepted. Apply Here: http://www.Click2Apply.net/27jwhy7

Asia Pacific Journal of Finance and Banking Research (APJFBR)

ISSN (Online edition) 1933-3455; ISSN (Print Edition) 1933-3390

 

The Editor of the Asia Pacific Journal of Finance and Banking Research (APJFBR) invites papers on the following topics but not limited to:

  • The Supply Chain Finance
  • New Technologies in Finance
  • New Techniques of Risk Analysis in the Emerging Markets
  • Entrepreneurship and Diversification in the Environment of Globalization
  • Theoretical and empirical papers or case studies relating to all areas of Banking, Finance.

We will publish a special issue on the theme New Trends in the Emerging Financial Market next year, in addition to our normal annual edition.

About the journal

APJFBR, ISSN [(Online edition) 1933-3455; ISSN (Print Edition) 1933-3390] is an annual, peer-reviewed research journal publishing since 2007. It is listed in Cabell’s, EBSCO and ProQuest Directories of USA. For more information about this journal, please go to http://www.globip.com/asiapacificjournal.htm

Submission Process

All submissions will undergo a rigorous double-blind evaluation process to ensure quality of publication. Send us your manuscripts at the following address: submissions@globip.com. Articles are accepted in MS-Word or PDF formats. For your article to be considered for the special edition, please submit by March 31, 2014. Submission and publication fees are waived.

Who may submit articles?

Contributions from both scholars and practitioners will be highly obliged.

Please direct all questions to:

Dr. Weiping Liu

Editor-in-Chief, E-mail: liuw@easternct.edu

Financial Aid for Study Abroad: An Undergraduate Student's Resource by NAFSA is a detailed explanation of the funding options that are made available to American undergraduate students interested in studying abroad, including federal loans, grants, scholarships, and employment options. Links to various resources for studying abroad are also provided.

Despite their shared historical roots, international economics (IE) and international business (IB) have developed as two distinct fields of study. While economists directed their efforts at formalizing the workings of international trade and investment at the macroeconomic level, business scholars attempted to open the black box of the (multinational) enterprise, relying more on conceptual narratives than mathematical tools.

With the advent of new trade theory (Helpman and Krugman, 1987), the firm was re-introduced as the object of interest in international economics. The recent advancement of the heterogeneous firm in formal models of (“new new”) international trade (Melitz, 2003) has further spawned an unprecedented amount of theoretical and empirical microeconomic research in international economics (Greenaway and Kneller, 2007). Hence, after fifty years of co-existence, the potential for spillovers between IE and IB has increased significantly.

The purpose of this special issue is to explore ways in which empirical research in IE and IB can inform and reinforce each other. In many cases, mutual unawareness of existing themes, models, methodologies and jargon, makes effective integration of both streams difficult. In an era of globalization with such a crucial role for multinationals, and the need for scholars to explain contemporary global developments, a more effective model of knowledge development is key. We believe that increased understanding in and of both IE and IB will advance our knowledge of firm-level trade and investment behavior beyond the levels that can be achieved if these streams keep developing in relative isolation.

This special issue seeks to integrate insights from IB and IE. A number of (non-exhaustive) illustrative examples of topics where IE and IB either share unexploited overlap and synergies, or could benefit from each other’s conceptual and methodological insights are the following:

- The sources of firm heterogeneity. Most international economists limit their theoretical and empirical conceptualization of firm heterogeneity to differences in (labour or total factor) productivity. IB scholars on the other hand have provided more diverse sources of firm heterogeneity, for example in theories of strategy and economic organization based on firm-specific resources (e.g. Hennart, 2009). (How) can these alternative sources of firm heterogeneity be incorporated in microeconometric models of international trade and investment, and what are their implications for trade and investment performance?

- Behavioural theories of internationalization. Already in the 1970s, IB scholars recognized that firms tend to follow specific paths of internationalization which tend to defy rational cost and benefit calculations. In particular, cumulative learning experience and psychic distance between home and host countries are important explanatory factors in this regard. More recently, economists have also started to document and model similar strategies of sequential exporting. What can the established IB literature (e.g. Johanson and Vahlne, 2009) in this field add to the new developments in IE?

- The impact of the liability of foreignness. Ever since the inception of their field, IB scholars have put the liability of foreignness at the center of theories on trade and Foreign Direct Investment (e.g. Hymer, 1976; Zaheer & Mozakovski, 1997). This liability bears resemblance to the notion of fixed export and investment costs in IE heterogeneous firms models, which empirically have been related to the extensive (rather than the intensive) margin of trade and investment (e.g. Helpman et al., 2008). Such a distinction is rarely made in IB studies. (How) can the different notions underlying the liability of foreignness be incorporated more systematically in studies on the extensive and intensive margins of trade?

- Firm heterogeneity and the impact of FDI. IB scholars have traditionally been more concerned with the determinants and organization of FDI, whereas IE scholars have worried more about the impact of FDI via spillovers or wages (Meyer, 2004). It seems natural to assume that FDI which is differently motivated or organized will also yield different impacts on the host-country environment. Can these two literatures be linked to lead to more nuanced and richer empirical predictions on the contingencies of the impact of FDI?

- Global value chain fragmentation. Both IE and IB scholars agree on the increased relevance of offshoring and outsourcing. Whereas IB scholars have used survey based evidence suggesting a move from manufacturing to increased offshoring of knowledge-based activities (blue collar to white collar offshoring), IE scholars refer to a similar phenomenon as increased trade in tasks (Grossman and Rossi-Hansberg, 2008). One crucial issue concerns the relation between the two observations; how does the trade in tasks discussion relate to the offshoring discussion in IB? What overall picture emerges when putting the two observations together?


Planning and submission procedure

The deadline for submission is August 31, 2012. Submissions can be sent to Roger Smeets (r.smeets@uva.nl).

References:
Greenaway, D. and Kneller, R. 2007. Firm heterogeneity, exporting, and Foreign Direct Investment. The Economic Journal 117(517): F134-F161.

Grossman, G.M. and Rossi-Hansberg, E. 2008. Trading tasks: A simple theory of offshoring. American Economic Review 98(5): 1978-1997.

Helpman, E. and Krugman, P.R. 1987. Market Structure and Foreign Trade. MIT Press, Cambridge, MA.

Helpman, E., Melitz, M. and Rubinstein, Y. 2008. Estimating trade flows: Trading partners and trading volumes. Quarterly Journal of Economics 123(2): 441-487.

Hennart, J.F. 2009. Down with MNE centric theories! Market entry and expansion as the bundling of MNE and local assets, Journal of International Business Studies 40(9): 1432-1454.

Hymer, S.H. 1976. The international operations of national firms: A study of foreign direct investment. MIT Press, Cambridge, MA.

Johanson, J. and Vahlne, J.E. 2009. The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership, Journal of International Business Studies 40(9): 1411-1431.

Melitz, M. 2003. The impact of trade on intra-industry reallocations and aggregate industry productivity. Econometrica 71(6): 1695-1725.

Meyer, K.E. 2004. Perspectives on multinational enterprises in emerging economies. Journal of International Business Studies 35(4): 259-276.

Zaheer, S., and Mosakowski, E. 1997. The dynamics of the liability of foreignness: a global study of survival in financial services, Strategic Management Journal 18(6): 439-464.

The Institute of Central American Fiscal Studies (Icefi) is a think tank that specializes in issues related to fiscal policy. The research area of Icefi is centered in Central America, region in which the Institute has elaborated technical analysis in topics such as public policy, health, education, macroeconomics, political action, environmental issues and development focused on fiscal policy. The Institute believes that the efforts of research should be applied to the construction of societies more equitable and just in Latin America, specifically Central America. This belief is the main reason why the Institute began with the Revista Centroamericana de Estudios Fiscales (RCEF).

The purpose of the journal is to publish advanced knowledge focused on fiscal issues of Latin America, specifically Central America, in the topics related to economic, social, political and environmental circumstances and its impact in fiscal policy. The journal motivates the creation of avant-garde theories and innovative knowledge in fiscal policy by researchers that are interested in presenting original papers and book reviews.

Invitation to publish in the first edition of RCEF

The first issue of RCEF invites researchers to submit papers in the field of fiscal policy in Latin America focused in public policy, health, education, macroeconomics, political action, fiscal budgets, government income, tax effects and fiscal methodologies that could be applied to Central America. The journal accepts research that includes new theoretical frameworks and innovative methodologies in the fiscal policy theme in Latin America, specifically Central America.

The suitable topics would include, but are not limited to, the following:

  • Public policy focused on fiscal issues
  • Environmental issues and its impact on fiscal policy
  • Education and public policy
  • The consequences of fiscal policy in health
  • Comparative analysis of government’s budgets
  • Analysis of fiscal incomes
  • The effect of taxes, direct or indirect, en the economic development of Central America or Latin America
  • Comparative methodologies in fiscal policy applied to Central America or Latin America.

The Inter-American Development Bank (IADB) is sponsoring the first edition of the RCEF

Submission and review of papers

All submitted papers must be original, unpublished and it should not be under consideration in a different journal. The papers will be revised by a peer-review journal that will guarantee an ethical and transparent process.

First reception of papers: June 1st 2015

Revision of papers: July 5th 2015

Submission of final papers: July 30th 2015

For more information please visit our website: http://www.rcef.icefi.org/ or contact Mauricio Garita at the following address: mauricio.garita@icefi.org

The Chair of Business Finance at Flensburg University (Prof. Dr. Holger Hinz) invites applications for a graduate assistantship (50% = 20 hours / week). It is a three year appointment involving a two hours/week teaching load as well as some research obligations in one of the areas of specialization of the chair (eg Financial Literacy, Derivatives, Web-applications, others). Salary is competitive (13 TV-L). Successful applicants must hold a graduate degree from an AACSB-accredited (or equivalent) institution. They should exhibit solid methodological skills. International as well as consulting experience would be a plus. He / she will be expected to fulfill the requirements for a doctoral degree.

Interested applicants should send a cover letter and CV no later than June 18, 2013 to Mrs Katzka at katharina.katzka@uni-flensburg.de as well as hinz@uni-flensburg.de . Send hardcopies to Präsidium der Universität Flensburg, z. H. Frau Katharina Katzka, persönlich/vertraulich,, Postfach 29 54, 24919 Flensburg. Germany Be sure to include this application number: Kennziffer 221323: Mrs Katzka will also answer any technical questions that you might have regarding this position. In all other instances you may want to contact Professor Hinz directly at hinz@uni-flensburg.de

Florida Atlantic University is inviting applications for a newly created position of IB Program Director at the rank of Associate Professor/Full Professor. It is a tenure-track position and the successful candidate will work with faculty across disciplines and supervise the International Business Program at the undergraduate, Master’s and PhD levels. It is expected that the IB Program Director:

  • Will be able to assist in coordinating the scheduling and content of the IB related courses,
  • Will motivate students with prolonged exposure to other countries and cultures and, where possible, practical international business experience,
  • Will strengthen the IB undergraduate program,
  • Will re-create an MBA program in IB,
  • Will give emphasis in recruiting IB students for our PhD program.

Applicants must have a completed doctoral degree from an AACSB accredited school, or other known accrediting body in business.  Documented research accomplishments appropriate to senior rank appointment are essential (e.g., journal articles) as well as evidence of excellence in teaching and administrative experience.  Questions about the position can be directed to Tomasz Lenartowicz (chair of the search committee) (lenartow@fau.edu.)  Position number: 01004516.

Faculty in the department of Management Programs publish high quality scholarship in the areas of management, business policy/strategy, organizational behavior, human resource management, health care management/administration, entrepreneurship and international business.  

The College of Business is located in Boca Raton and also has a campus in Davie.  Both campuses are located on the beautiful coastal areas of South Florida, which offer a high quality of life.  Florida Atlantic University is currently serving around 30,000 students, has more than 1,000 faculty and its 10 colleges offer more than 170 undergraduate and graduate degree programs.  With 46% of its student body classified as minority or international students, FAU ranks as the most racially, ethnically and culturally diverse institution in Florida’s State University System.  The College of Business has almost 7,000 students, 20% of which are enrolled in graduate programs. The department of Management Programs hosts several programs including International Business and Health Administration and employs 37 faculty members.

All applicants must complete the Faculty, Administrative, Managerial & Professional Position Application that is available on-line through the Office of Human Resources: https://jobs.fau.edu and apply for the currently posted position. To apply, please visit https://jobs.fau.edu and search the position number 01004516.  All applicants must provide a cover letter, CV, sample research paper (recent publication), the names of three references, and transcripts.  Transcripts for faculty positions must be an official copy scanned into an electronic format and attached to the application. Degrees from outside the United States must be validated by an organization belonging to the National Association of Credential Evaluation Service (NACES), with an indication of the documents the evaluation was prepared from (official transcripts, diplomas, dissertation abstracts). The evaluation should be scanned and uploaded to the application site.  Questions about the Office of Human Resources online employment system should be sent to jobs@fau.edu. Emailed application submissions will not be accepted. Review of applicant materials is underway and will continue until the appointment is made.

Florida Atlantic University is an equal opportunity/affirmative action/equal access institution and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability status, protected veterans status or any other characteristic protected by law. Individuals with disabilities requiring accommodation, please call 561-297-3057. 711.

FAU is committed to the principles of engaged teaching, research and service, and reflects this commitment as a key Platform in its 2015-2025 Strategic Plan.  All persons aspiring to achieve excellence in the practice of these principles are encouraged to apply.

The Management Programs Department in the College of Business at Florida Atlantic University is seeking to fill a tenure-track position in international business at the rank of associate or full professor, to begin Fall semester, 2017.

The successful candidate will have a PhD in management, international business, or a closely related area from an AACSB accredited (or equivalent) university, documented refereed research accomplishments i.e., publications in top international business and management journals as well of evidence of excellence in teaching at the undergraduate and/or graduate levels. The successful candidate will teach international business courses and conduct high quality research. We are seeking a thought leader in international business research and teaching, who will work as a team member with other faculty in the department, college and university in assisting to develop international business programs at the undergraduate and graduate levels.

Florida Atlantic University is an Equal Opportunity Employer located on the coastal areas of South Florida. The university is a research-oriented university functioning under the Board of Governors of the State of Florida. The College of Business is headquartered in Boca Raton and also offers programs at FAU's Davie campus. Faculty in the Department of Management Programs publish high quality scholarship in the areas of management, business policy/strategy, organizational behavior, human resource management, health care management, entrepreneurship and international business. The department has programs at the undergraduate, Master's and PhD levels.

A background check will be required for the candidate selected for this position. All applicants must complete the Faculty, Administrative, Managerial & Professional Position Application available on-line through the Office of Human Resources: https://jobs.fau.edu and apply for the currently posted position (#991636).

Transcripts for faculty positions must be an official copy scanned into an electronic format and attached to the application. Degrees from outside the United States must be validated by an organization belonging to the National Association of Credential Evaluation Service (NACES), with an indication of the documents the evaluation was prepared from (official transcripts, diplomas, dissertation abstracts). The evaluation should be scanned and electronically attached to the application. The degree required for this position must be acquired by the time of the appointment. Questions about the position may be directed to department chair Roland Kidwell (kidwellr@fau.edu) or search committee chair Tom Lenartowicz (lenartow@fau.edu)

Florida Atlantic University is an equal opportunity/affirmative action/equal access institution and all qualified applicants will receive consideration without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability status, protected veterans status or other protected status. Individuals with disabilities requiring accommodation, please call 561-297-3057. 711. FAU is committed to the principles of engaged teaching, research and service. All persons aspiring to achieve excellence in the practice of these principles are encouraged to apply.

Apply Here: http://www.Click2Apply.net/438q2c7g2q

The Management Programs department in the College of Business at Florida Atlantic University invites applications for a tenure-track Assistant Professor to begin Fall semester, 2013. Since the department has programs at the undergraduate, Master’s and PhD levels, the successful candidate will teach international business / international management undergraduate and MBA courses, and should be willing to supervise PhD students. Applicants must have a completed doctoral degree from an AACSB, EFMD, or other known accrediting body in business. Documented research accomplishments are essential (e.g., journal articles) as well of evidence of excellence in teaching.

The College of Business is located in Boca Raton and Davie. Both campuses are located on the beautiful coastal areas of South Florida, which offer a high quality of life. Florida Atlantic University is currently serving more than 30,000 students, has more than 1,000 faculty and its 10 colleges offer more than 170 undergraduate and graduate degree programs. With 46% of its student body classified as minority or international students, FAU ranks as the most racially, ethnically and culturally diverse institution in Florida’s State University System.

The College of Business has almost 8,000 students, 20% of which are enrolled in graduate programs. The department of Management Programs hosts several programs including International Business and Health Management and employs 37 faculty members. Florida Atlantic University is an Equal Opportunity Employer and it is accredited by the AACSB. The university is a research-oriented member functioning under the Board of Governors in the State of Florida.

Salary range is $100,000-$110,000. Review of application will begin on March 15, 2013, and will continue until the position is filled. All applicants must complete the Faculty, Administrative, Managerial & Professional Position Application available on-line through the Office of Human Resources: https://jobs.fau.edu and apply for the currently posted position. Transcripts for faculty positions must be an official copy scanned into an electronic format and attached to the application. Degrees from outside the United States must be validated by an organization belonging to the National Association of Credential Evaluation Service (NACES), with an indication of the documents the evaluation was prepared from (official transcripts, diplomas, dissertation abstracts). The evaluation should be scanned and electronically attached to the application. The degree required for this position must be acquired by the time of the appointment. A background check will be required for the candidate selected for this position.

Tomasz Lenartowicz, PhD Search Chair, IB Position lenartow@fau.edu

The Management Programs department in the College of Business at Florida Atlantic University invites applications for a tenure-track Assistant or Associate Professor to begin in the Fall semester, 2013. Since the department has programs at the undergraduate, Master’s and PhD levels, the successful candidate will teach international business / international management undergraduate and MBA courses, and should be willing to supervise PhD students.

Applicants must have a completed doctoral degree from an AACSB, EFMD, or other known accrediting body in business.  Documented research accomplishments are essential (e.g., journal articles) as well of evidence of excellence in teaching.  Rank will be commensurate with the qualifications.

The College of Business is located in Boca Raton and Davie.  Both campuses are located on the beautiful coastal areas of South Florida, which offer a high quality of life.  Florida Atlantic University is currently serving around 30,000 students, has more than 1,000 faculty and its 10 colleges offer more than 170 undergraduate and graduate degree programs.  With 46% of its student body classified as minority or international students, FAU ranks as the most racially, ethnically and culturally diverse institution in Florida’s State University System.  The College of Business has almost 7,000 students, 20% of which are enrolled in graduate programs. The department of Management Programs hosts several programs including International Business and Health Management and employs 37 faculty members.

Florida Atlantic University is an Equal Opportunity Employer and it is accredited by the AACSB. The university is a research-oriented member functioning under the Board of Governors in the State of Florida. Review of application will begin on March 15, 2013 and will continue until the position is filled.  All applicants must complete the Faculty, Administrative, Managerial & Professional Position Application available on-line through the Office of Human Resources: https://jobs.fau.edu and apply for the currently posted position. Transcripts for faculty positions must be an official copy scanned into an electronic format and attached to the application. Degrees from outside the United States must be validated by an organization belonging to the National Association of Credential Evaluation Service (NACES), with an indication of the documents the evaluation was prepared from (official transcripts, diplomas, dissertation abstracts). The evaluation should be scanned and electronically attached to the application. The degree required for this position must be acquired by the time of the appointment.  A background check will be required for the candidate selected for this position.

The Department of Management Programs in the College of Business at Florida Atlantic University (FAU) invites applications for the following positions: Open Rank Professor in International Business (REQ07578, #991234) Open rank, to begin Fall 2020.

The successful candidate for this tenure-track position must have a Ph.D. in international business, management, or a closely related area from an AACSB accredited (or equivalent) university, documented refereed research accomplishments (i.e., publications in top tier international business and management journals) as well as evidence of excellence in teaching at the undergraduate and/or graduate levels. The successful candidate will teach international business courses and conduct high quality research. We are seeking a thought leader in international business research and teaching, who will work as a team member with other faculty in the department, college and university and assist in developing international business programs at the undergraduate and graduate levels.

The International Business Program offers Bachelor of International Business and Master of International Business degrees, and an International Business track in the MBA degree. The undergraduate IB program was recently ranked by U.S. News & World Report as a Top 25 program.

Questions about this position should be sent to Roland Kidwell (department chair) at (kidwellr@fau.edu) or Len Treviño (chair of the search committee and IB program director) at trevinol@fau.edu.

Employment Type: Full-time

Type: Tenured, tenure track 

Apply at http://www.fau.edu/jobs

The Management Department in the Lutgert College of Business at Florida Gulf Coast University is in the process of expanding its International Business/Management programs and invites applications for 3 faculty positions in International Business/Management starting in January and August 2019. One of the goals of the department is to develop a degree in Global Management with International Business concentrations at both the undergraduate and graduate levels. We invite applications at the ranks indicated for each position. Please find more details about the positions and the university below.

Senior Assistant / Associate / Full Professor in International Business/Strategy
Ph.D. degree from an AACSB accredited institution in international business or strategic management with research and teaching focus on international business/management is required. Demonstrated record for high-impact scholarly research and excellent teaching in the field of international business/management/strategy is preferred. Teaching responsibilities include undergraduate and graduate courses in international business/management/strategy. Service to the department, college, university, and the profession is expected. Position is planned to start in August 2019.  Qualified applicants should apply online to Florida Gulf Coast University at the following link by September 17, 2018, for full consideration: http://jobs.fgcu.edu/postings/5468

Assistant / Associate Professor in Management with focus on Human Resources/Organizational Behavior from Cross-Cultural Perspectives

Ph.D. degree from an AACSB accredited institution in management and organizational behavior/human resources is required. Demonstrated record for high-impact scholarly research and excellent teaching in the field of management and international business is preferred. Teaching responsibilities include undergraduate and graduate courses in organizational behavior/human resources as well as international business/management. Service to the department, college, university, and the profession is expected. Position is planned to start in August 2019.  Qualified applicants should apply online to Florida Gulf Coast University at the following link by September 17, 2018, for full consideration: http://jobs.fgcu.edu/postings/5278

Senior Associate / Full Visiting Professor Position in Global Business
Ph.D. degree from an AACSB accredited institution in international business, management or related field with a strong research and teaching record in the field of international business/management is required. This is a visiting position for the spring 2019 semester. Teaching responsibilities include two graduate courses, one of which a specialized MBA seminar in the successful candidate’s field of expertise. Program and curriculum development expertise in the field of international business/management expected to facilitate the development of a Global Management Department and international business/management programs. Position starting in January 2019.  Qualified applicants should apply online to Florida Gulf Coast University at the following link by September 17, 2018, for full consideration: http://jobs.fgcu.edu/postings/4812                   

The Management Department currently has 17 full-time faculty members in the fields of international business/management, strategic management, organizational behavior, human resource management, entrepreneurship and business ethics. The department’s goal to develop a Global Management degree program is aligned with the strategic focus on international business education and research espoused by the State of Florida, Florida Gulf Coast University, and the Lutgert College of Business. The Department of Management is one of five departments and two schools in the Lutgert College of Business, and houses the largest undergraduate major on campus, with over 1,000 students. See the following link for further information:  https://www.fgcu.edu/cob/programs/management/index.aspx

Florida Gulf Coast University is a comprehensive university in the State University System of Florida with an enrollment of over 15,000 undergraduate and graduate students and several doctoral programs. The university offers a collegial, exciting and rewarding work environment that expects excellence in pedagogy, supports basic, applied and pedagogical research as well as encourages service to the university, the profession and to the community. The 700 acre campus is located in South Fort Myers in Southwest Florida, which is located 2h West of Miami and 2h South of Tampa in an area with one of the highest quality of life in the United States. The Southwest Florida region boosts a diverse set of companies, from entrepreneurial start-ups to small and medium sized firms and international recognized companies such as Hertz (a Fortune Global 300 company, whose global headquarters is located less than 10 minutes from campus), Arthrex, Gardner, Chico’s among others.

The area offers wonderful recreational activities – top-rated beaches, bike trails, state parks and water activities from boating to kayaking, as well as theaters, music and art festivals.

The university offers exceptional benefit packages including retirement benefits, health insurance for employees and dependents, tuition vouchers for employees and/or dependents, paid sabbatical and professional leave opportunities, and generous leave accrual. For more information, please visit https://www2.fgcu.edu/HR/benefits-general.html To learn more about Florida Gulf Coast University, please visit:  https://fgcu360.com/fgcu-360-now/

Please contact the Chair of the Management Department, Dr. Mathew Sheep, at (239) 590-7322 or via  msheep@fgcu.edu if you have questions about the positions.

Florida International University is a multi-campus public research university located in Miami, a vibrant, international city. FIU offers more than 180 baccalaureate, master, professional, and doctoral degree programs to over 44,000 students. As one of South Florida’s anchor institutions, FIU is worlds ahead in its local and global engagement and is committed to finding solutions to the most challenging problems of our times.

FlU invites applications and nominations for the Dean of the College of Business Administration. The College is seeking a dean who is a demonstrated strategic leader with a commitment to foster research and scholarly activities, promote the global visibility of the College’s programs, continue the advancement of innovation and entrepreneurship, and grow the college’s financial base through resource development and partnerships. The Dean must work closely with leaders of the business community locally and abroad to develop the necessary relationships to ensure that the College graduates have acquired the necessary knowledge and skills to be successful in a highly competitive global job market and to ensure that the College secures a continuous flow of funding to build a substantial endowment.

The successful candidate will have a demonstrated record of accomplishment in higher education and/or other fields of professional distinction. Minimum qualifications include a PhD from an accredited institution of higher education in business, law, the social sciences or a master degree and extraordinary professional experience and demonstrated major institutional leadership. A PhD and evidence of scholarly and professional achievement are required for appointment as a tenured faculty member. Demonstrated ability to communicate clearly and effectively with all constituencies, knowledge of business and its role in the global marketplace and society, and demonstrated success in developing external funding and fund raising from private and public sources are also minimum qualifications.

The College of Business Administration is comprised of the R. Kirk Landon Undergraduate School, The Alvah H. Chapman Jr. Graduate School of Business, the School of Accounting, and four departments – Finance and Real Estate, Marketing, Management and International Business, and Decision Sciences and Information Systems. As the largest of FIU’s professional schools and with more than 100 faculty members, the College enrolls about 6,000 undergraduate and more than 1,000 graduate students annually. The College of Business Administration and the School of Accounting are accredited by the Association to Advance Collegiate Schools of Business (AACSB) International. The College houses several specialized centers and offices that provide both degree-related and outreach teaching and research – the Center for International Business Education and Research – CIBER; the Center for Leadership, the Eugenio Pino and Family Global Entrepreneurship Center, the Jerome Bain Real Estate Institute and the Ryder Center for Supply Chain Management. U.S. News & World Report's “America's Best Colleges” (2005-2011) ranked FIU’s undergraduate international business programs among the 15 best in the nation, three times in the top 10. U.S. News & World Report’s has consistently ranked the Chapman Graduate School among the top 25 in the international specialty. In 2011, we placed 24th. Earlier this year, Accounting Horizons ranked our PhD in accounting #2 in auditing research, #26 in archival research and #30 overall based on research productivity of graduates in the three years immediately following graduation.

Greenwood/Asher & Associates, Inc. is assisting Florida International University in the search. Initial screening of applications will begin immediately and continue until an appointment is made. For best consideration, materials should be provided by October 1, 2011. Application materials should include a letter addressing how the candidate’s experiences match the position requirements, an academic curriculum vitae and contact information for at least five references. Submission of materials as MS Word attachments is strongly encouraged. Individuals wishing to place names in nomination should submit electronically a letter of nomination to include the name, position, address, and telephone number of the nominee.

Confidential inquiries, nominations, and application materials should be directed to:
Jan Greenwood or Betty Turner
Asher Greenwood/Asher & Associates, Inc.
42 Business Center Drive, Suite 206
Miramar Beach, FL 32550
Phone: 850.650.2277
Fax: 850.650.2272
E-mail:
jangreenwood@greenwoodsearch.com
bettyasher@greenwoodsearch.com

For more information about Florida International University, please visit http://www.fiu.edu/. The “government in the sunshine” laws of Florida require that all documents relating to the search process, including letters of application/nomination and reference, be available for public inspection. FIU is a member of the State University System of Florida and is an Equal Opportunity/Equal Access/Affirmative Action Employer

Florida International University is classified by Carnegie as a R1: Doctoral Universities - Highest Research Activity and recognized as a Carnegie engaged university. It is a public research university with colleges and schools that offers 196 bachelor’s, master’s and doctoral programs in fields such as engineering, computer science, international relations, architecture, law and medicine. As one of South Florida’s anchor institutions, FIU contributes almost $9 billion each year to the local economy. FIU is Worlds Ahead in finding solutions to the most challenging problems of our time. FIU emphasizes research as a major component of its mission. FIU has awarded more than 220,000 degrees and enrolls more than 54,000 students in two campuses and three centers including FIU Downtown on Brickell, FIU@I-75, and the Miami Beach Urban Studios. FIU’s Medina Aquarius Program houses the Aquarius Reef Base, a unique underwater research facility in the Florida Keys. FIU also supports artistic and cultural engagement through its three museums: Patricia & Phillip Frost Art Museum, the Wolfsonian-FIU, and the Jewish Museum of Florida-FIU. FIU is a member of Conference USA and more than 400 student-athletes participating in 18 sports. For more information about FIU, visit http://www.fiu.edu/.

The Management and International Business Department at Florida International University’s College of Business invites applicants for two positions as a tenure-track Assistant, Associate, or Full Professor. Both positions are in the area of International Business:

  • The first seeks the added ability to teach courses in either Strategy or Entrepreneurship.
  • The second seeks the ability to teach courses in Cross-Cultural Management.

Required qualifications include (1) a Ph.D. in Business Administration or a related field, (2) a demonstrated ability to publish research in premier management and international business journals, and (3) a demonstrated ability to effectively teach undergraduate, masters, doctoral and executive education courses in the aforementioned areas. Teaching excellence is expected, and teaching responsibilities for both positions will be primarily at the graduate level and will include executive education and offshore opportunities. Compensation is highly competitive and includes numerous supplemental resources.

The College of Business, and particularly the International Business programs, at FIU are recognized as being among the best in the United States. The College has established international prominence through partnerships with over thirty distinguished foreign universities, an advanced study abroad program, and offshore MBA programs. Our IB program is ranked in the top 7 undergraduate programs in the nation. Our faculty and doctoral students maintain strong commitments to the Academy of International Business (AIB), the Academy of Management (AOM), the Strategic Management Society (SMS) and the Society for Industrial/Organizational Psychology (SIOP) through publishing, editing, reviewing, and maintaining a presence in conference involvement and organizational offices. The International Business and Strategy faculty at FIU includes thought leaders in the field and numerous current and past officers of AIB, AIB-LAT, AOM, BALAS, IABS, Iberoamerican AOM, SIOP, and SMS (among others) including Aya Chacar, Carolina Gomez, Jerry Haar, Sumit Kundu, William Newburry, Ronaldo Parente, Karen Paul, Juan Sanchez, Jose de la Torre (emeritus), and Mary Ann Von Glinow (among others). We expect the candidate selected for this position to amplify our commitment to these professional organizations.

Qualified candidates are encouraged to apply to Job Opening ID 514064 at https://facultycareers.fiu.edu/ and attach a cover letter, curriculum vitae, and evidence of teaching quality, in a single pdf file. Candidates are requested to only apply for the one position which they fit best and clearly indicate in their cover letter which of the two positions they are applying for.

Candidates should provide names and contact information for at least three references who will be contacted upon submission of application. To receive full consideration, applications and required materials should be received by October 27, 2017. The position will remain open until filled. Please contact Dr. Stav Fainshmidt or Dr. Arun Kumaraswamy, Search Committee Co-Chairs, at mibposition@fiu.edu with any inquiries regarding this position.

FIU is a member of the State University System of Florida and an Equal Opportunity, Equal Access Affirmative Action Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law.

COLLEGE OF BUSINESS ADMINISTRATION

The Management and International Business Department at Florida International University’s College of Business Administration invites applicants for positions as:

  • Assistant, Associate or Full Professor in International Business/Strategy

Required qualifications include a Ph.D. in Business Administration or related field and the ability to teach undergraduate, masters, doctoral and executive education courses. Applicants should have a publication record in top ranked management and international business journals. Teaching will be primarily at the graduate level and will include executive education and offshore opportunities.

The International Business and Strategy faculty at FIU includes thought leaders in the field and numerous current and past officers of AIB, AOM, and SMS including Jose de la Torre, Mary Ann Von Glinow, Sumit Kundu, David Ralston, Ronaldo Parente, William Newburry, and Aya Chacar. Our IB program is ranked in the top 25 graduate programs in the nation and in the top 15 for undergraduates programs.

The College of Business and particularly the International Business programs at FIU are recognized as being among the top in the United States. Through partnerships with over thirty distinguished foreign universities, an advanced study abroad program and offshore MBA programs, the College has established international prominence.  The Department of Management and International business houses two nationally recognized centers, the Center for International Business Education and Research (CIBER) and Center for Global Entrepreneurship. Our faculty and doctoral students maintain strong commitments to the Academy of International Business (AIB), the Academy of Management (AOM) the Strategic Management Society (SMS) and the Society for Industrial/Organizational Psychology (SIOP) through publication, editorship, reviewing, conference involvement and organizational offices. We expect the faculty member selected for this position to amplify our commitment to these professional organizations.

At the AIB Annual Meeting in Istanbul, please contact Dr. Sumit Kundu (kundus@fiu.edu) to meet and discuss the position. Otherwise, please send CV to Dr. Carolina Gomez, Chair- Search Committee and Professor of Management, Department of Management and International Business, College of Business Administration, Florida International University, MMC, RB 343B, Miami, FL 33199.

Applicants should also submit their packages online at jobsearch.fiu.edu and apply for position number 504914.  Applicants should provide a letter specifically noting their area(s) of interest, a current and complete curriculum vitae including evidence of teaching quality, and the names and addresses of three references. Position will remain open until filled, but review of candidates will begin in August, 2013.

FIU is a member of the State University System of Florida and is an Equal Opportunity, Equal Access Affirmative Action Employer.

This publication, assembled by MSU-CIBER, provides resources and techniques to internationalize community college business curriculum. The publication explores collaborations among the business departments of three community/technical colleges: RMIT in Melbourne, Australia; Kirkwood Community College in Cedar Rapids, Iowa; and Dundalk Institute of Technology in Dundalk, Ireland. Throughout the publication, the collaboration between these schools and their real-world clients is detailed in terms of its challenges and successes, with the eventual goal of increasing the skill set of students so that they can be competitive in their future global business pursuits. 

Fordham University Schools of Business seeks to fill the newly established William Loschert Chair in Entrepreneurship.  The position is housed in the Management Systems Area and is part of Fordham’s strategic thrust to take a leading role in the growing importance of social entrepreneurship in our economy. Fordham has built a lasting connection with the thriving entrepreneurship community in the New York Metropolitan area especially in the fields of social entrepreneurship, information technology, media, finance, fashion, healthcare, complex manufacturing and others.  The William Loschert Chair enhances this connection while building a robust academic research agenda in social entrepreneurship and social innovation.

This position has been established in order to expand upon Fordham’s existing interdisciplinary research agenda and curricular efforts in the field of social entrepreneurship.  The successful candidate will have a PhD in a related field and a distinguished academic record with international reputation in social entrepreneurship and social innovation as demonstrated by top tier publications.  The ideal candidate will provide leadership in mentoring the junior faculty in the schools of business in their research related to social entrepreneurship.

Email submissions are preferred; please submit c.v. and letter of application to Prof. Nicholas Georgantzas, Professor of Management Systems, at  georgantzas@fordham.edu . Review of applications will begin immediately and continue until the position is filled.

Fordham is an independent, Catholic university in the Jesuit tradition that welcomes applications from men and women of all backgrounds.  Fordham University is an Affirmative Action/Equal Opportunity employer.  Fordham Business Schools are accredited by the AACSB.  Hiring for the above position is contingent upon final budget approval by the University.

Fordham University invites inquiries, nominations and applications for the position of Dean of the Graduate School of Business Administration (GBA). Located in the heart of New York City, the commercial capital of the world, Fordham GBA is uniquely positioned to offer students a rich educational experience and immediate access to top leaders in business. An accomplished and diverse faculty of over 180 world-class research scholars and industry experts teach more than 1,400 students enrolled in full-time, part-time, executive and international executive MBA/MS programs around the world. The Executive MBA program is ranked one of the top in the world by The Wall Street Journal, and the Part-time MBA and Finance MBA are ranked in the top 30 nationally by U.S. News & World Report. The Part-time MBA is ranked fifth in the Northeast by Business Week. The Dean will bring the intellect, talent and energy to build on Fordham’s tradition of academic excellence, and will provide an environment for faculty and students to make a profound impact in the 21st century. The Dean will articulate a strategic vision for GBA, particularly in the international arena, will nurture a culture of faculty research, and will build the relationships that generate the financial resources to make this a reality. The ideal candidate will hold a Ph.D. or comparable degree, be tenurable in one of the academic areas of the school, and be familiar with and move comfortably in both the academic and corporate sectors. Whether coming out of a corporate or academic background, or a combination of the two, the candidate should have relevant leadership, management, and research experience as well as a substantial understanding of the culture and operation of higher education. Candidates should review the leadership statement for this position before preparing their materials; it is available at www.fordham.edu/gbadeansearch. As the Jesuit University of New York, Fordham fosters the intellectual and ethical development of its students and prepares them for leadership in a global society. Both reflecting and contributing to the vibrancy of New York City, Fordham is thriving as it aggressively pursues the goals set forth in its strategic plan, Toward 2016, and most especially the plan’s ultimate goal, “to reclaim its position as the premier Catholic university in the nation.” Fordham’s 10 schools enroll over 14,000 students, including nearly 7,000 graduate and professional students. Inquiries, nominations and applications are invited. Applicants should provide a letter describing their interest in and qualifications for the position; a CV; and the names of five references with contact information. These materials should be sent electronically to Fordham’s consultants at FordhamDeanGBA@wittkieffer.com. Items that must be mailed may be sent to our consultants, Jean Dowdall, Ph.D. and Elizabeth Bohan at Witt/Kieffer, 2015 Spring Road, Suite 510, Oak Brook IL 60523. The consultants can also be reached at (630) 575-6131. Fordham is seeking an outstanding leader for this position, and compensation will be highly competitive. Recruitment will continue until the position is filled. This search will be conducted with full confidentiality; candidates will be notified before references are contacted. Review of candidates will begin in January, with an appointment to be made early in 2010, and a preferred starting date as soon as possible thereafter. For full consideration, all materials should be received by January 8, 2010. Fordham University is an independent, Catholic University in the Jesuit tradition that welcomes men and women of all backgrounds. Fordham is an equal opportunity employer.

Several (if not most) countries have not fully recovered from the devastating consequences of the recent multifaceted global crisis, which emerged as a subprime mortgage – and an energy (oil shock of 2007-2008) – crisis that was triggered in 2007 and gradually developed into a financial, sovereign debt and eventually, an economic crisis without precedent in post-war economic history. Data until 2015 (2014 for foreign direct investment – FDI) reveal that economic recovery in the West is still very fragile. While the United States (where the crisis commenced) and most European countries (where the crisis impacted the most) have recovered in terms of GDP and inward FDI, only two countries from the European Union (EU) have recovered in terms of employment and similarly, only seven EU countries have surpassed the amount of fixed investment (gross fixed capital formation) that was reported before they were hit by the crisis. The United States have also not recovered in terms of employment and fixed investment.

The fragile economic recovery following the global financial and economic crisis, and the climaxing refugee and migrant crisis, are an example of the issues that endanger stability in the EU. However, it is persistently poor performance in economic indicators such as unemployment rates that give rise to Euroscepticism and jeopardize coherence and growth of the EU.

The experience of economic adjustment in the Eurozone (and the EU) with regard to the limited potential for public investment expenditure and the emphasis on improving competiveness, indicates the critical role of FDI. Within the particular framework, policy officials should improve the conditions favoring the factors that determine inward FDI and the reinvestment rate with the purpose of keeping as much of the rents as possible on FDI in the domestic economy and improve the absorptive capacity in order to improve competitiveness, innovation and productivity. The abovementioned describe the focus of this special issue on the factors attracting FDI and its impact on the host and home EU countries in the aftermath of the global financial and economic crisis. The aim is to attract papers that research the phenomenon and to present the experience of emerging vis-à-vis developed EU economies.

More specifically, the special issue is focused on – but not limited to –research in the following topics:

  • The changing geography of FDI in the EU after the crisis with emphasis on flows, concentration and impact.
  • The role of FDI in the relationships between the former communist bloc of the Soviet Union, Eastern Europe and Asia with the EU, after the crisis.
  • The contribution of FDI in the economic, political and social transformation of EU members and candidates of the former communist bloc of the Soviet Union and Eastern Europe, after the crisis.
  • Political risk, national culture (e.g. formal/informal institutional environment) and foreign direct investment in the EU.
  • Revisiting FDI and home/host EU countries economic growth and/or economic development (e.g. social impact of FDI).
  • The impact of FDI on home/host EU countries competitiveness vis-à-vis international trade or outsourcing.
  • Determinants and motives of FDI in the EU.
  • Barriers and obstacles to FDI in the EU.

It is desirable that the above topics will be addressed from a comparative perspective, i.e. across time (before and after the crisis) and/or between economies and sectors of economic activity.

For further information please contact Bitzenis Aristidis (bitzenis@yahoo.com).

Bitzenis P. Aristidis is a Professor in Global Entrepreneurship and Foreign Direct Investment at the Department of European and International Studies of the University of Macedonia, Greece. He received his Ph.D. from Glasgow University, UK (on FDI). He has published extensively in international refereed journals and in books with various publishers such as Palgrave-Macmillan, Ashgate. Dr Bitzenis is an active researcher in various European funded programs such as Interreg, THALIS, DASTA, etc.

References and further reading

Bitzenis, A. and Vlachos, V.A. (2016). Foreign direct investment in the light of the recent crisis. Global Business and Economics Review, 18 (2): 115-123.

Bitzenis, A., Vlachos, V.A. and Papadimitriou, P. (2012). Mergers and Acquisitions as the Pillar of FDI. New York: Palgrave Macmillan.

Eurostat: http://ec.europa.eu/eurostat/data/database. Eurostat data on Gross Domestic Product at market prices and Gross Fixed Capital Formation (chain linked volumes, index 2005=100) and unemployment rates (unadjusted) extracted on 15.05.2016.

OECD: http://stats.oecd.org/. OECD data on United States Gross Domestic Product and Gross Fixed Capital Formation (constant prices, 2010 base year) extracted on 15.05.2016.

UNCTAD: http://unctadstat.unctad.org/wds/ReportFolders/reportFolders.aspx. UNCTAD data on Foreign Direct Investment at current prices (inward stock) extracted on 15.05.2016.

UNCTAD (2013). World Investment Report 2013: Global Value-Chains: Investment and Trade for Development. New York and Geneva: United Nations. Available online at http://unctad.org/en/PublicationsLibrary/wir2013_en.pdf.

UNCTAD Policy Brief No. 3, April 2012. Sovereign Debt Crisis: From Relief to Resolution. Available online at http://unctad.org/en/PublicationsLibrary/uxiiipb2012d3_en.pdf.

UNCTAD Policy Brief No. 5, June 2012. Breaking the cycle of exclusion and crisis. Available online at http://unctad.org/en/PublicationsLibrary/uxiiipb2012d5_en.pdf.

Description of the Thematic Issue

BACKGROUND

Since its “opening” nearly 40 years ago, China has been attracting foreign entrepreneurs. Now, being the world’s second-largest economy, a member of the World Trade Organization as well as other global and regional economic blocks and cooperation agreements, the country remains a magnet for businesspeople from all around the world. During the process of China’s impressive economic development foreign entrepreneurs played an important role contributing to the advancement of technology and management practices in China. Yet, while learning from abroad still plays an important role, the focus has been shifting towards development of Chinese own knowledge and enhancing Chinese innovation. Successive Five-Year Plans and state policies explicitly focus on the development of Chinese technologies, patents, know-how, and brands. AIMS The aim of this thematic issue of the Entrepreneurial Business and Economic Review (EBER) is to understand the changing role of foreign entrepreneurs in China with regard to the international diffusion of knowledge, management practices and innovation.

Specifically we ask: what do foreign entrepreneurs learn in China? What is their role in the international diffusion of Chinese technologies and innovation? What kind of management practices do they learn and apply back in their home countries, or spread further across the world? What is the current role of foreign entrepreneurs in the advancement of technology in China? Do they bring valuable technologies and managerial practices which can be applied in China? Can foreign entrepreneurs act as catalysts of Chinese innovation?

We are inviting empirical papers investigating subjects within the broad theme of this issue. The EBER journal has a strong tradition of publishing high-quality quantitative research, however, we are open to other research methodologies as well. The list of topics below is indicative. Prospective authors can contact the EBER and the thematic issue editors to discuss their ideas and consult potential submissions.

TOPICS

Covered Topics include, yet are not limited to:

  • Cross-border start-ups
  • Foreigners in business incubators
  • Government policies and international entrepreneurship
  • Inclusive international entrepreneurship
  • Diffusion of innovation between developing and developed regions
  • Innovative businesses models for international entrepreneurship
  • Institutional environments of the home and the host country
  • International diffusion/transfer of innovation
  • International diffusion/transfer of knowledge
  • International diffusion/transfer of management practices
  • International entrepreneurship in the digital economy
  • International social entrepreneurship
  • Knowledge spill-overs from international new ventures
  • The role of foreign entrepreneurs in the society

SUBMISSION

Completed papers must be submitted on or before April 15, 2018 (Central European Time) via the OJS system at https://eber.uek.krakow.pl/index.php/index/login

Submission at: https://eber.uek.krakow.pl/index.php/eber/announcement

"Foreign entrepreneurs in China" Submission deadline extended to June 15th, 2018 Journal information at: https://eber.uek.krakow.pl/index.php/eber/index

Submit at: https://eber.uek.krakow.pl/index.php/eber/user/register

Description of the Thematic Issue

BACKGROUND: Since its “opening” nearly 40 years ago, China has been attracting foreign entrepreneurs. Now, being the world’s second-largest economy, a member of the World Trade Organization as well as other global and regional economic blocks and cooperation agreements, the country remains a magnet for businesspeople from all around the world. During the process of China’s impressive economic development foreign entrepreneurs played an important role contributing to the advancement of technology and management practices in China. Yet, while learning from abroad still plays an important role, the focus has been shifting towards development of Chinese own knowledge and enhancing Chinese innovation. Successive Five-Year Plans and state policies explicitly focus on the development of Chinese technologies, patents, know-how, and brands. AIMS The aim of this thematic issue of the Entrepreneurial Business and Economic Review (EBER) is to understand the changing role of foreign entrepreneurs in China with regard to the international diffusion of knowledge, management practices and innovation.

Specifically we ask:

  • what do foreign entrepreneurs learn in China?
  • What is their role in the international diffusion of Chinese technologies and innovation?
  • What kind of management practices do they learn and apply back in their home countries, or spread further across the world?
  • What is the current role of foreign entrepreneurs in the advancement of technology in China?
  • Do they bring valuable technologies and managerial practices which can be applied in China?
  • Can foreign entrepreneurs act as catalysts of Chinese innovation?

We are inviting empirical papers investigating subjects within the broad theme of this issue.

The EBER journal has a strong tradition of publishing high-quality quantitative research, however, we are open to other research methodologies as well. The list of topics below is indicative. Prospective authors can contact the EBER and the thematic issue editors to discuss their ideas and consult potential submissions.

TOPICS: Topics include, yet are not limited to:

  • Cross-border start-ups
  • Foreigners in business incubators
  • Government policies and international entrepreneurship Inclusive international entrepreneurship
  • Diffusion of innovation between developing and developed regions
  • Innovative businesses models for international entrepreneurship
  • Institutional environments of the home and the host country
  • International diffusion/transfer of innovation International diffusion/transfer of knowledge
  • International diffusion/transfer of management practices
  • International entrepreneurship in the digital economy
  • International social entrepreneurship
  • Knowledge spill-overs from international new ventures
  • The role of foreign entrepreneurs in the society

Background

Twenty years ago, Lall and Narula (2004) proposed that it was time to reconsider the role of foreign direct investment (FDI) in economic development amidst a liberalizing global economy. Today, we believe a similar reflection is necessary given the substantial changes that the global economic system is recently undergoing that impact FDI, including the strengthening sustainability imperative, the digital revolution, and the rising geopolitical tensions. This special issue aims to inspire new thinking on foreign investment for development, focusing on how this relationship has evolved and what role policy plays in it.

The discussion comes at an opportune time as numerous countries and international organizations have turned their attention to foreign investment for development. While the topic has been a longstanding focus of the United Nations Trade and Development (UNCTAD), i.e., as a central theme of its flagship publication, the World Investment Report, it has also become a focal point at the World Trade Organization (WTO). The WTO has entered negotiations on Investment Facilitation for Development, aiming to develop a global agreement to improve the investment and business climate in developing countries. Moreover, numerous international governmental organizations (IGOs) and the Academy of International Business (AIB) have recently joined forces to develop the World Investment for Development Alliance (WIDA) to create a collaboration mechanism for sustainable international investment. This special issue aims to contribute to this conversation. It aims to provide both theoretical and empirical insights that can support international organizations and governments in developing a robust FDI policy agenda on investments for development.

Foreign Direct Investment for Development

One of the most hotly contested issues in international business research concerns the varied roles of multinational enterprises in the development process of countries (Lall & Narula, 2004; Ghauri, Fu, and Vaatanen, 2017). For many years, FDI has been painted as an integral part of an open and effective international economic system and a major catalyst for development (De Mello, 1997; Borensztein et al., 1998). Scholarship has focused on the benefits of inward FDI (IFDI), especially in developing countries (Fu, Buckley and Fu, 2020; Sawitri & Brennan, 2023; van der Straaten et al., 2023). It found that IFDI can stimulate economic development (Moran et al. 2007) and facilitate country catch-up (Larmin & Livanis, 2013). It does so by boosting the productivity of local companies in upstream and downstream sectors (Alfaro & Chauvin, 2022), fostering technology and knowledge transfer (Meyer & Sinani, 2009), and improving managerial and employee skills (Alfaro & Chauvin, 2022; Fu, Essegbey, & Promkon, 2019). It can also influence institutional and regulatory environments, especially in developing countries, by strengthening their intellectual property (IP) protection standards (Brandl et al., 2018). Beyond these economic benefits, IFDI can improve environmental and social conditions in host countries by transferring “cleaner” technologies and encouraging more socially responsible corporate actions (Fu et al., 2021; Amendolagine et al., 2021; 2023; Wiessner et al., 2024). For all these reasons, IFDI is considered a critical tool for achieving the United Nations Sustainable Development Goals (UN SDG) at both the host-country and global levels (Montiel et al., 2021; van Tulder et al., 2021).

Moreover, outward FDI (OFDI) has also been linked to development (Castellani et al. 2008; Dunning & Lundan 2008; Bathelt & Buchholz 2019), especially its potential to generate growth in the home region by facilitating skill upgrading and generating jobs that support foreign-based activities, creating new markets and stimulating production growth, as well as facilitating access to both foreign business networks and new knowledge. This finding not only applies to advanced economies but also to developing countries (Hennart, 2012; Pananond, 2015; Fu, Buckley & Fu, 2020). For example, emerging-market multinational enterprises (EMNEs) can learn from their internationalization activity and gain experience by accessing geographic and culturally distant markets (Luo & Tung, 2007; Amendolagine et al., 2018).

However, the benefits of FDI are not automatically or evenly distributed across countries, regions, sectors, and workers (Fu, 2004; Alfaro & Chen, 2016), with many stakeholders facing negative implications that can hamper development. For instance, researchers have found that FDI can distort local labor markets (Gagliardi et al., 2021) and temporarily reduce employment opportunities (Moore et al., 2023). It was found to hamper indigenous entrepreneurship and innovation (Zahra & Hashai, 2022; Fu, Pietrobelli, & Soete, 2011), enhance rural poverty (Brandl et al., 2021), exploit local deficiencies such as constrained free speech (Fiaschi et al., 2017), transfer irresponsible business practices abroad (Surroca et al., 2013), and create chokepoints that can generate national security concerns (Luo & Van Assche, 2024). These negative implications of FDI have spurred debates in both academic and policy circles on the overall impacts of FDI for development and how to identify and spur Sustainable FDI (Sauvant, 2021), quality FDI (OECD, 2019) and socially responsible investment (SRI) (Sparkes & Cowton, 2004) that aim to enhance development. 

In this context, developing the right FDI policies at both the national and international levels is crucial for maximizing the developmental benefits of FDI (Buckley, 2018). Nations and international organizations need to develop these in a global economy that is trying to reinvent itself. The launch of the UN SDGs is a manifestation of the growing sustainability imperative that policymakers are adopting in their development of FDI policies. Growing geopolitical tensions imply that governments are also including security concerns in their FDI policies. Development in digital technologies and artificial intelligence, as well as the climate change challenge, suggest that countries need to reflect on the implications that these have on FDI.

This JIBP special issue seeks manuscripts on the broad subject of “foreign investment for development.” We are particularly interested in articles that study how this relationship has evolved, considering new global realities related to grand challenges, such as climate change, the 4th industrial revolution, and rising geopolitical tensions. We welcome submissions that are grounded in the fields of international business, development economics, economic geography, international economics, and development studies.

Possible Topical Areas of Interest

For this special issue, we invite scholars to contribute theoretical and empirical research that expands or improves current knowledge on the interaction between foreign investment and economic development. Submissions may include but are not restricted to the following topics:

Relation between FDI and economic/sustainable development

1.      Types of FDI and their impact on economic development:

Is inward and/or outward FDI a boon or bane for economic/sustainable development?

What is sustainable/quality FDI, and how does it relate to economic/sustainable development?

Which type of FDI is best for inclusive and sustainable development?

What is the relation between impact investment and economic development?

What role does the location of origin of the MNE (e.g., multinationals from emerging markets) and size and maturity of the firm (e.g., small multinationals or born globals) play in economic development?

Do MNEs’ CSR investments have economic development outcomes?

2.      Impact of FDI on different levels and paths of economic/sustainable development:

How effective is FDI for transferring knowledge and technology?

What explains the uneven distribution of FDI around the globe?

Does South-South FDI impact development differently from North-South/North-North FDI?

What role does FDI play in global and regional value/supply chains?

What role does FDI play in achieving the UN Sustainable Development Goals?

Does FDI enhance or constrain the green transition in developing countries?

What are ethical issues related to FDI and economic development?

What are FDI’s potential drawbacks, such as lack of positive linkages with local communities and potentially harmful social and environmental impact of FDI, especially in the extractive and heavy industries?

3.      External factors impacting FDI and economic development:

How does geopolitics influence the relation between FDI and economic/sustainable development?

Have the digital revolution and AI affected the relationship between FDI and economic/sustainable development?

What role does timing play in the relationship between FDI and economic/sustainable development?

Relation between policies and FDI/international business

4.      Policy impacts FDI/international business:

Do FDI policies generate the envisioned effects of economic development? What are their unintended consequences?

How do policies for economic, sustainability, or national security reasons affect multinational enterprises and their global value chains?

How effective are FDI policies that aim to reduce inequality?

What is the rationale for supranational investment facilitation policies, such as the WTO’s “Investment Facilitation for Development”?

What are the predicted gains from a WTO agreement on Investment Facilitation?

What role can supranational soft policies play in investment facilitation?

How does the European Union Cohesion Policy affect economic, social and territorial inequality?

5.      FDI/international business impacts policy:

How do public agendas around FDI policy emerge and evolve in light of recent patterns of FDI? How do MNEs and other stakeholders influence/lobby for FDI policies?

How do governments align/misalign with FDI policies?

While the title states “Investment,” the special issue would also consider papers that look at the operation of multinational firms in host countries regarding their development impact, even after the original investment has taken place.  The examination of how MNE activities in host countries affect economic development – or other aspects of development such as social or institutional development or pursuit of the UN’s Sustainable Development Goals – would be welcome, again if the analysis includes explicit consideration of actual or potential government policy.

Focusing on this topic can help our scholarly community build stronger bridges with policy actors in national governments and international organizations, which is one of the ultimate goals of the journal. JIBP is also interested in papers that emphasize the company perspective on government policies and on the role of international organizations. So, overall, the goal is to focus on investment strategies and government policies that contribute to development.

Envisioned impact

The discussion on foreign investment for development in this special issue should provide useful and holistic insights for policymakers in the areas of trade and investment promotion, as well as those involved in foreign relations, on the consequences of FDI in developing countries. At the same time, such discussion should also benefit managers who conduct FDI, both in advanced and developing economies.

Submission and Review Process

Submitted manuscripts must adhere to the scope, standards, format, and editorial policy of the Journal of International Business Policy (JIBP). “Author Guidelines” and the JIBP Style Guide for Authors must be followed.

The Special Issue will proceed in two phases. In Phase 1, the four guest editors will review all submitted proposals. An extended abstract should be around 2000-3000 words, including graphs, tables, figures, and references. It should provide (i) the author(s)’ details, (ii) the purpose of the study, (iii) the research question(s) being addressed, (iv) how the article addresses the core concepts of the special issue; and (v) the relevance of the study for scholars and policy professionals; and (vi) the envisioned impact of the paper.

Extended abstracts should be emailed to the JIBP Managing Editor, Anne Hoekman, at managing-editor@jibp.net with “Special Issue Foreign Investment” in the subject line.

Contributors with submissions likely to contribute to the SI will be invited to develop a full paper. These invitations provide no guarantee for publication in the SI. They serve as indications of interest in how the full papers can contribute to the SI. In Phase 2, the submitted papers will go through the regular JIBP process of submission, peer-review, revision, acceptance, and JIBP publication. The timeline for submission is as follows:

January 30, 2025       Deadline for extended abstract submission by email to managing-editor@jibp.net

August 30, 2025        Deadline for submission of full papers via JIBP’s Manuscript Central portal

September 2026        Expected publication of SI (accepted articles published online)

Foreign Investment Negotiation Simulation (FINS) tries to simulate the foreign investment process to improve understanding of interaction among the strategies of multinational firms, local companies, and host country governments. Negotiation and contract making is the focus of the exercise. The final report must be purchased. 

Business Administration - International Business

Fort Lewis College, a selective public liberal arts college located in Durango, Colorado, seeks a Dean of the School of Business Administration. The preferred starting date is July, 2017.

Fort Lewis College is committed to accessible and high quality baccalaureate education. The hallmarks of FLC are remarkably close relationships between students and faculty, the freedom of intellectual exploration, and the challenge of experiential learning. Over 3,700 students come from 48 states, 22 countries, and more than 163 American Indian tribes and Alaskan Native villages. With its rich cultural heritage, Fort Lewis College is a great place to learn and work. Fort Lewis College is a member of the Council of Public Liberal Arts Colleges and is accredited by the Higher Learning Commission of the North Central Association of Colleges and Schools. Fort Lewis College is located in Durango, the hub of Southwestern Colorado. It is a thriving multicultural community set along the beautiful Animas River Valley.

Averaging 300 sunny days per year and situated at 6,500 feet and located between the San Juan Mountains and the desert Southwest, Durango is renowned for its outdoor opportunities. In the winter, numerous ski resorts are within an easy drive, and backcountry skiing, snowboarding, and snowshoeing are easily accessible. In warmer seasons, hiking, biking, river running, golfing, and fishing can be enjoyed right downtown. Durango itself is a small, friendly, historic town of 17,000, and is the seat of La Plata County, with a population of 55,000. Durango features numerous dining, shopping, and cultural amenities usually associated with larger urban areas, and is connected by major airlines directly to Denver and Phoenix.

About the School of Business Administration and the Deanship

The Fort Lewis College School of Business Administration prepares students for success in a complex and dynamic economy by creating diverse learning experiences in a student-centered environment. Students participate hands-on in business development, through the application of coursework, faculty-led research, consulting projects, and internships. The School of Business Administration is also actively involved in the local and regional economy. Students have opportunities to engage in community-based learning, service projects, or even travel abroad on faculty-led study abroad trip during either a fall, spring or summer term. The School of Business Administration at Fort Lewis College has been continuously accredited by the Association to Advance Collegiate Schools of Business (AACSB) since 1974 accredits the Fort Lewis College School of Business Administration.

Required Qualifications: The required qualifications for this position include an earned doctorate or terminal degree in business or a related field; a distinguished record of teaching and scholarship; as well as, a proven record of successful leadership and progressive experience in academic administration.

Desired Characteristics:

  • Demonstrated ability to provide leadership, strategic thinking and to articulate a clear and compelling vision;
  • Evidence of a collaborative and congenial leadership style with strong communication skills, including the abilities to listen and advocate for the School of Business Administration;
  • Experience with AACSB accreditation;
  • Demonstrated track record as an innovative thinker in the development, enrichment, and assessment of programs;
  • Demonstrated commitment to professional ethics and integrity;
  • A record of building partnerships across the disciplines and collaborations with external organizations and institutions;
  • A talent for collegiate fundraising and experience with donors;
  • Strong organizational, personnel management, fiscal management and budgetary skills;
  • Credentials that support appointment at the rank of full professor in one of the programs of the School of Business Administration;
  • Student-centered, with an appreciation of the mission of a teaching institution;
  • Appreciation for diversity and a record of promoting diversity and inclusion with faculty, students and staff.

Application and Nomination Process

In deference to the sensitivity of the positions presently held by many of those who will be nominated and considered, the search will be conducted in strict confidence until finalists are brought to campus. The College is being assisted by Academic Search, Inc. Inquiries or nominations should be directed to Senior Consultant Eric Richtmyer at ewr@academic-search.com. Applications should consist of a substantive cover letter that specifically addresses how the candidate’s experiences match the required and desired qualifications, and the leadership agenda described in the complete position profile. A complete application packet will also include curriculum vitae, and a list of five professional references with full contact information. References will not be contacted without explicit permission from the candidate.

The position is open until filled, but only applications received by November 11, 2016 can be assured full consideration. Applications should be addressed to Dr. Eric Huggins, Search Committee Chair and sent electronically to FLCSoBA@academic-search.com.

Fort Lewis College does not discriminate on the basis of race, age, color, religion, national origin, gender, disability, sexual orientation, gender identity, gender expression, political beliefs, or veteran status. Accordingly, equal opportunity for employment, admission, and education shall be extended to all persons. The College shall promote equal opportunity, equal treatment, and affirmative action efforts to increase the diversity of students, faculty, and staff. Individuals from under-represented groups are encouraged to apply.

Bottom (base) of the Pyramid concept has a long history. The term was first coined by the US President, Franklin D. Roosevelt, in a radio address in 1932. However the concept was popularized in the business literature by C.K. Prahalad much more recently. Since then, study of BoP has captured attention of practitioners and scholars alike (Gollakota, Gupta, and Bork, 2010, Karamchandani, Kubzansky and Lalwani, 2011; Olsen and Boxenbaum, 2009); and four approaches have emerged for strategizing about the BoP: 

Fortune Finding: Prahalad and Hamel (1990) underlined the scale of the world population not included in the global markets, and the potential of fortune-finding by catering to the common needs of this poorest population, by providing low-cost products and extending distribution reach.  
Fortune Creating: London and Hart (2011) postulate that the next generation of BoP business strategies require a shift to “fortune creating” with the four billion consumers, producers, and entrepreneurs who make up the poorest population of the world, so that viable and scale ventures may be designed. 
Fortune Sharing:  Some social entrepreneurship scholars based in the industrialized markets contend the need for the corporations to approach the BoP with a corporate social responsibility mindset, and commit to sharing their wealth with the BoP, rather than seeking to create wealth off or through the BoP (Berkman, 2010; Davidson, 2009).
Fortune Stealing: Some social activists based in the emerging markets maintain that the multinational corporations have been all too enthusiastic to take off with the technological fortune that belongs to the communities in which the poor people have lived for generations, without giving any credit or compensation (for example, see Shiva, 2011).  

Besides understanding and contrasting these approaches, there is also a need to re-examine the concept of the Base of the Pyramid.  While in economic terms, the world’s low-income communities may be at the Base of the Pyramid, in human terms, many low-income communities are known for their hospitality and helping spirit and thus perhaps could be at the Top of the Pyramid (Gupta, 2011; Leisinger, 2007; Rashid and Rahman, 2009). In the informal economy of these communities, the concrete local social context of the humans may matter more than the abstract global economic context of the corporations. Thus, as we democratize and decentralize the discourse by giving voice to the “BoP” communities that have been disconnected from the mainstream global markets, there may be a need to reframe our language.

We propose the concept of Extensional Technological Growth (ETG) as a heuristic for strategies involving the disconnected communities.  We observe that a flip side of the weak linkages of the low-income communities with the global markets has been the preservation of the uniqueness of the technological base of the people in these communities (Gupta, 2008). This people’s technological base is generally locally efficient, relying on the complementarity of the locally available and distributed resources (Cooke, 2006). In several nations, efforts are beginning to be made to connect alternative and diverse technological bases across multiple community groups and construct innovative, scalable, and disproportionately proficient technological base (Gupta, 2011). These efforts have a potential to generate extensional technological growth (ETG), connecting beyond the mainstream boundaries and channels for augmenting technological capabilities.

Issues related to disconnected communities are particularly relevant for emerging economies of South Asia[1], where 25% of the population currently lives under poverty levels. As South Asia is estimated to provide 30-32% of the increment to the world population into 2050 (World Bank, 2011), as per the traditional understanding of BoP, there is going to be even a greater expansion of the BoP in the region (Khilji, 2011). For the special issue of the South Asian Journal of Global Business Research, we invite papers situated in or inspired by the South Asian context, and that explore theoretical and empirical aspects of topics such as:

1)        Could there be alternative approaches to BoP as popularized by Prahalad? What would the theoretical and practical underpinnings of these approaches?

2)        Is economic wealth really the right perspective to define the base in the BoP? What other perspectives could be used?

3)        How do we engage these disconnected and forgotten communities and what can we learn from them? What approaches, strategies and practices are emerging from these communities that would further our understanding of leadership, management, innovation etc.?

4)        Can social learning and critical theory (and other theories) be used to explain possible strengths of the BoP?

5)        How to improve the ETG ecosystem- nonprofits forming alliances with business vs. nonprofits as mediators between business and people groups;

6)        How to develop the ETG market – seeding and base-building for marketing to the BoP vs. manufacturing for low cost in the BoP vs. pursing ETG with the BoP;

7)        How to leverage the ETG for global markets – green leap of small footprint innovations designed for the BoP vs. buyback of green solutions designed using ETG know-how for the global markets;

8)        How to account for the ETG -- corporate social charity given to the BoP (cost-center) vs. sustainable distributed gain sharing with those contributing to ETG (profit center);

9)        How to fund the ETG business ventures – philanthro-captialists offering patient capital to the central actors vs. microcredit federations offering fast circulation capital to decentralized actors;

10)     Two sides of the ETG entrepreneurship – promoting consumption through marketing initiatives vs. promoting investment through multiplex linkages in the low-income communities

11)      How to design the ETG ventures – for economies of scale through connectivity with the global economic context vs. for economies of choice through sensitivity to the local social context.

We are hoping to use a new lens on the BoP in order to allow us to be more creative and think differently, hence we encourage submissions beyond these questions, as long as these contribute to advancing research, policy and practice related to BoP and ETG. We welcome submission from all business or related disciplines, and are open to multi-disciplinary approaches.

Deadlines:
Abstracts (3 pages) should be submitted by December 15, 2011 to any one of the following guest editors.  Authors of the selected abstracts will be invited to participate in a symposium proposal under the auspices of the South Asian Academy of Management on the topic for the Academy of Management Conference 2012 at Boston, whose theme is “Informal Economy”.

Full Paper deadline (8000 words) via Scholar One to SAJGBR: March 30, 2012.  After screening by the special issue editors, these papers will be double blind reviewed before being accepted for publication.

Anticipated Publication date: Sept 2012

About the Special Issue Editors:

Vipin Gupta (Ph.D., Wharton School) is Professor and Co-director of the Global Management Center at the California State University San Bernardino. He has made significant contributions to the science of culture, sustainable strategic management in the emerging markets, managing organizational and technological transformations, and entrepreneurial and women’s leadership, and is a pioneer in the field of culturally sensitive models of family business around the world. He has authored or edited 16 books, including the seminal GLOBE book on culture and leadership in 62 societies, eleven on family business models in different cultural regions, two on organizational performance, one on the MNCs in China, and an innovative strategy textbook.  He has published about one hundred fifty articles as book chapters and in academic journals, such as the Journal of Business Venturing, Journal of World Business, Family Business Review, International Journal of Cross-cultural Management, and Asia-Pacific Journal of Management, among others. Dr. Gupta has been a Japan Foundation fellow, and a recipient of the Society for Industrial Organizational Psychologists’ coveted “Scott M. Myers Award for Applied Research—2005”.
Email: gupta05@gmail.com

Shaista E. Khilji (PhD, Cambridge University, UK) is the Founding Editor-in-Chief of South Asian Journal of Global Business Research (SAJGBR), and Associate Professor of Human and Organizational Learning at the George Washington University (Washington DC). Her research focuses on issues related to Global Leadership, Talent Development, Innovation, and Cross-Cultural Management with a particular emphasis on emerging economies. She has published several articles in reputable scholarly journals, including the International Journal of Human Resource Management, Journal of World Business, and the Journal of Product Innovation Management, contributed to edited volumes and presented more than 40 research papers at various international conferences. She has received several awards, including “Honorary Lifetime Fellow of Cambridge Commonwealth Society” (UK); “Pride of Profession Award” (India); the “Outstanding Service” and “Best Reviewer” awards by the Academy of Management (USA), “Top 10%” paper award by the Academy of International Business (Italy), and a “Bronze Award” by McGraw Hill Higher Education. She was nominated for the Washingtonian “Rising Star under 40 years” for her all-round academic achievements, “Best International Symposium’ and “Newman’ awards by Academy of Management.
Email: shaistakhilji@gmail.com

About the South Asian Journal of Global Business Research (SAJGBR):

South Asian Journal of Global Business Research (SAJGBR) is dedicated to advancing theoretical and empirical knowledge of business and management issues facing multinational and local organizations within South Asia. It publishes high-quality research articles, insights and reviews which contribute to the scholarly and managerial understanding of contemporary South Asian business issues. SAJGBR is committed to providing a unified platform to publish research that links research communities in South Asia with the rest of the world.

SAJGBR publishes both conceptual and empirical papers that address a variety of business issues within South Asia, in order to inform and advance international business theory and practice. All papers must be based upon rigorous quantitative and/or qualitative methodological approaches. SAJGBR is also open to creative reviews and insights from a variety of people engaged in international business, including policy makers, consultants, practitioners and managers.

South Asian Journal of Global Business Research is a publication of Emerald Publications. For more information, please refer to http://www.emeraldinsight.com/products/journals/journals.htm?id=sajgbr 

References:
Berkman, J. (July 9, 2010), “Millions of Hungry Families Are Not a ‘Market Opportunity’”, available at: http://news.change.org/stories/millions-of-hungry-families-are-not-a-market-opportunity.

Cooke, P. (2006), “Global bioregional networks: a new economic geography of bioscientific knowledge”, European Planning Studies, Vol. 14, pp. 1265–1285.

Davidson, K. (2009), “Ethical concerns at the Bottom of the Pyramid: Where CSR meets BOP”, Journal of International Business Ethics, Vol. 2 No. 1, pp. 22-32.

Gollakota, K., Gupta, V., and Bork, J. (2010), “Reaching customers at the base of the pyramid – a two-stage business strategy”, Thunderbird International Business Review, Vol. 52 No. 5, pp. 355-367.

Gupta, A.K. (2011), Various articles and blogs, available at: http://www.sristi.org/anilg/anilgblog.php

Gupta, V, (2008), “Constructing a sustainable technological platform in India”, Vidwat: The Indian Journal of Management, Vol. 1 No. 1, pp. 1-8.

Karamchandani, A., Kubzansky, M., and Lalwani, N. (2011), “Is the Bottom of the Pyramid really for you”? Harvard Business Review, Vol. 89 No. 3, pp. 107-111.

Khilji, S.E. (2011), Population 7 billion and counting: How it would affect us all. Panel talk presented at GW Alumni Weekend celebration, The George Washington University, Washington DC, USA

Leisinger, K. M. (2007), “Corporate Philanthropy: The ‘Top of the Pyramid’”, Business & Society Review, Vol. 112 No. 3, pp. 315-342.

Olsen, M., and Boxenbaum, E. (2009), “Bottom-of-the-Pyramid: Organizational barriers to implementation”, California Management Review, Vol. 51 No. 4, pp. 100-125.

Rashid, A. T., and Rahman, M. (2009), “Making profit to solve development problems: the case of Telenor AS and the Village Phone Programme in Bangladesh”, Journal of Marketing Management, Vol. 25 No. 9/10, pp. 1049-1060.

Shiva, V. (2011), “Navdanya International”, available at: http://www.vandanashiva.org/
________________________________________
[1][1] Including Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka.  A broad concept of South Asia might include immigrant communities from the South Asia region, and the influence of the South Asian cultural system worldwide.

Travel:

Flight to Mexico City and Bus To Puebla (Mexico City Airport to Puebla Paseo Destino – Estrella Roja Bus Service recommended)

Location and Host:

In Partnership with Center for Social Impact and Social Innovation at UPAEP (UniversidadPopular Autónoma del Estado de Puebla). At InterContinental Presidente Puebla (Blvd. Hermanos Serdan # 141, Col. Amor.  C.P. 72140) and Holiday Inn Express, Puebla (Blvd. Hermanos Serdán 45, Amor, 72140 Puebla, Pue.)

Scheduling:

The conference is scheduled to allow a travel day of June 11 for those also attending the TCR conference in Washington, DC June 12 onward

Deadline For Required Application (Submissions for Paper Presentations Optional) – November 15, 2024 

Deadline For Registration – December 15, 2024 

Participation In Field Visits Within Tracks Required (Paper Presentations Optional)

Conference Description:

The stream of subsistence marketplaces has pioneered a unique, bottom-up approach to research, education, and practice at the intersection of poverty and marketplaces. Building on seven biennial conferences, two immersion conferences, and four virtual conferences in the last 17 years and accompanying publications, we now announce the third immersion conference on subsistence marketplaces, previously scheduled for before the pandemic. True to the bottom-up approach that characterizes the subsistence marketplaces stream, this conference is envisioned to take place in different continents over time, thus providing an opportunity for researchers, educators, practitioners, and students to engage directly with urban and rural subsistence marketplaces, through conversations and observations. The third immersion conference was held in Casablanca, Morocco, in May, 2024.

Our fourth immersion conference will be held in Puebla, Mexico, with field visits in rural, semi-urban and urban settings, as well as social enterprises and businesses.  It will also combine aspects of virtual and in-person conferences in having a call for paper submissions. The participants will meet at UPAEP for paper presentations and debriefs and after field visits.

How to Apply:

First, complete a simple form at https://docs.google.com/forms/d/e/1FAIpQLSdRr0RLeN1eBcJgPG7Od7j9Evn1avwc8fahiMY-_maU75c5AQ/viewform?usp=sf_link  

that asks the following:

  • An overview of your interests (research, education, social enterprise, business, government, other) as they relate to subsistence marketplaces.
  • An outline of how your topic enhances understanding of and well-being in subsistence marketplaces.
  • A description of how/why immersive experiences will help you develop deeper insights into your topic of interest.
  • Your prior experiences in subsistence marketplaces (if any). Note that prior experience in this area is NOT a requirement. In fact, we want to encourage those without prior experience to participate.

In addition to indicating your intention to participate which can be done right away, we will need you to complete a separate registration form to process your payment for the conference that will be open soon.

Even if you will participate in paper submissions, please complete the required application form.

Abstracts for individual presentations (1,000 words max) are due November 15, 2024 to subsistencemarketplaces@gmail.com

Background Information

For almost 20 years, the Subsistence Marketplaces Conference Series has been a leading biennial forum for evolving and sharing research, education, and fostering best practices for social and commercial enterprises in subsistence marketplace communities. Scholars and practitioners around the world have participated in these forums through conferences, publications, and educational initiatives, beginning with the first Subsistence Marketplaces Conference in 2006. Research by this community has appeared in a variety of outlets, sustained through a series of special issues/sections in academic journals (with more than 60 articles in conference-related special publications and many more in other outlets). Since its origin, subsistence marketplace research has accumulated a substantial body of knowledge paralleling other approaches to poverty, such as the capabilities approach and base-of-the-pyramid research, providing unique and complementary insights. The term “subsistence marketplaces” was deliberately coined to reflect the need to study these marketplaces across resource and literacy barriers in their own right, beyond being new markets for companies. Business and exchange happens in many different ways across the world. Such exchanges are worthy of study from the inside out as well as the outside in. The term “marketplaces” denotes this focus and emphasizes the need to understand preexisting marketplaces before designing or presuming solutions.

More information on the Subsistence Marketplaces Initiative can be found at www.subsistencemarketplaces.org

The Strategic Management Department at the Fox School of Business, Temple University, is seeking to recruit for two tenure track positions starting academic year 2012-2013. While the ranks are open, we would prefer applicants who are either a senior assistant or a junior associate for the first position, and a senior associate or a full professor for the second position. For both positions, we are looking at faculty who work in the area of strategy with focus on innovation and entrepreneurship, and interest in global issues.

The ideal candidate for the senior associate/full professor position will be a proven leader in his/her field, with a substantial record of publications in top-tier journals, a strong pipeline of active research projects, and a background of successful Ph.D. student mentorship and placement. Strong teaching at the Ph.D., EMBA, and/or MBA levels is required. The ideal candidate for senior assistant/junior associate will have earned a Ph.D. about five-seven years ago, with several publications, including strong evidence of success in the top-tier journals. While proven teaching excellence at both the undergraduate and MBA levels is a must, evidence of working with PhD students is a plus.

The Fox School has made major strides in recent years, and we are among the top-ranked programs in International Business and Entrepreneurship. Philadelphia is an extremely attractive city, and we offer a competitive salary and a flexible starting date. Temple University is an equal opportunity employer. Kindly submit cover letter, CV, and three recommendation letters along with samples of your working papers to the department chair, Professor Arvind Parkhe, at aparkhe@temple.edu. The position will remain open until filled. However, we will start looking at candidates starting this fall.

The Strategic Management Department at the Fox School of Business, Temple University, is seeking to recruit two [2] Non-Tenure-Track [NTT] faculty. The ideal candidate will possess a proven record of strong teaching and earned Ph.D., and will be able to teach a variety of courses, such as Strategy and International Business [IB], or Strategy and Entrepreneurship, preferably at both the Undergraduate and Master’s levels.

The Fox School has made major strides in recent years, and we are among the top-ranked programs in IB and Entrepreneurship. Philadelphia is an extremely attractive city, and we offer a competitive salary and an immediate starting date or for the next academic year. Temple University is an equal opportunity employer. Kindly submit cover letter, CV, and three recommendation letters to the department chair, Professor Arvind Parkhe, at aparkhe@temple.edu.

The Frankfurt School of Finance & Management is one of Europe’s leading business schools. We seek to fill a position as

Professor of International Business (open rank)

We are looking primarily for research excellence, regardless of the area of specialization. The ideal candidate has outstanding potential to conduct top quality research and the capacity to contribute to the School’s teaching portfolio. Prerequisite for the position is a Ph.D., which has to be completed by September 2018. German language skills are not required.

We offer a stimulating research environment and all the opportunities of a vibrant private business school. For further information, please see www.frankfurt-school.de/en/home/

The deadline for applications is November 1, 2017. Please submit your application including a CV, at least two reference letters, and up to three papers (published or unpublished) by email to Frankfurt School Human Resources at personal@fs.de.

We will additionally be meeting with potential applicants during the 2017 Academy of Management conference. If you like to get to know us there, please also send your documents to i.marschner-kempcke@fs.de by Thursday, July 27, 2017. Please indicate in your cover letter where and when you are available for interview.

The Frankfurt School of Finance & Management values diversity and seeks talented students, faculty, and staff from diverse backgrounds. The Frankfurt School is an equal opportunities employer.

For inquiries about the position, please contact Professor Nils Stieglitz, Head of the Management Department, Phone: +49 (0)69 154008-447, e-mail: n.stieglitz@fs.de.

The Frankfurt School of Finance & Management is one of Europe’s leading business schools. We seek to fill a position as

Professor of International Business (open rank)

We are looking primarily for research excellence, regardless of the area of specialization. The ideal candidate has outstanding potential to conduct top quality research and the capacity to contribute to the School’s teaching portfolio. Prerequisite for the position is a Ph.D., which has to be completed by September 2018. German language skills are not required.

We offer a stimulating research environment and all the opportunities of a vibrant private business school. For further information, please see www.frankfurt-school.de/en/home/

The deadline for applications is November 1, 2017. Please submit your application including a CV, at least two reference letters, and up to three papers (published or unpublished) by email to Frankfurt School Human Resources at personal@fs.de.

The Frankfurt School of Finance & Management values diversity and seeks talented students, faculty, and staff from diverse backgrounds. The Frankfurt School is an equal opportunities employer. Women and individuals with disabilities are strongly encouraged to apply.

For inquiries about the position, please contact Professor Nils Stieglitz, Head of the Management Department, Phone: +49 (0)69 154008-447, e-mail: n.stieglitz@fs.de.

Franklin University Switzerland seeks applications for the position of Assistant or Associate Professor of Finance in the Department of International Management. The position is full-time, renewable and with a clear promotion ladder. The position begins in August 2020, pending funding.

The successful candidate will have a Ph.D. in Finance or Financial Management or a related discipline at the time of hire. He or she will teach undergraduate and occasional graduate courses in two or more of the following areas: managerial finance, international finance, and/or financial risk management. There is also the opportunity to contribute to the design and development of innovative courses in the finance area and within the International Management Department. Practical experience in industry or secondary expertise in management is desirable. The normal course load is six courses per year (36-38 ECTS annually).

Consistent with the mission of the University, applicants must demonstrate a commitment to excellence in both teaching and scholarship, have an active research agenda, and contribute to the Academic Travel program, a fundamental part of Franklin’s international curriculum. Ideally, candidates will be conversant in one of the official languages of Switzerland and demonstrate an interest in interdisciplinary, collaborative research and teaching.

Videoconferencing interviews for shortlisted candidates followed by on-campus interviews for finalists. Please submit electronically a letter of application, CV with names and contact information for three references, a sample scholarly article, and recent teaching evaluations to IntManagement@fus.edu.

Review of applications will begin September 1, 2019.

Franklin University Switzerland is a private liberal arts university located in Lugano and is accredited both in the USA and Switzerland. Franklin University Switzerland is an Equal Opportunity Employer.

For further information, please see www.fus.edu.

The Faculty of Economics and Management, Free University of Bozen-Bolzano invites applications for a Research Fellow on a fixed-term (3 years) contract (RTD) position comparable to a temporary Assistant Professor position in International Management with a special focus on SMEs - starting date around March/April 2018.

Our university is a young and continuously growing university in one of the most attractive regions in Europe. Based on its research productivity and output, the Faculty of Economics and Management (https://www.unibz.it/en/faculties/economics-management/ ) ranks among the top universities in Italy, offering an inspiring environment and a performance-oriented research atmosphere. It currently consists of more than fifty Professors at different ranks originating from eight countries, hence our working language is English, although the University fosters trilingualism - Italian German, English especially in its study programs and consequently offers excellent language courses.

The position is intended to offer a career stepping stone for Post Docs who want to strengthen their research profile and consequently their publication record. As an academic career in most cases includes lecturing, a teaching load of 60 hours/year should be seen as a plus and not as a necessary evil.

  Research topics and research questions to be addressed will primarily focus on internationalization of SMEs but will target more generally international strategic alliances, esp. IJVs; internationalization pro­ces­­ses of firms; knowledge transfer from/to HQs and other aspects of internationalization. And of course, there should be ample opportunities for engaged and committed early stage scholars to continue working on or to start off with research which is related to the main research of the research cluster ‘Innovation and Entrepreneurship’ and of its members.   

The ideal candidate holds a graduate degree in Management or Economics and a PhD in Economics and/or Management and has preferably already published in renowned peer-reviewed academic journals and/or presented on international conferences. S/he possesses comprehensive knowledge in at least two of the following areas: (1) International Management, (2) SME, (3) Competitive strategy, (4) Organization, (5) Leadership and decision making, (6) Organizational behavior as well as in empirical research methods (quantitative and qualitative). Very good proficiency in English is a must, good proficiency in either/or German and Italian a plus, although not mandatory. Ideally, the candidate has teaching experience.

The official call at: https://www.unibz.it/en/home/position-calls/positions-for-academic-staff/3346-economics-and-business-management-prof-nippa?group=16 includes detailed information regarding job requirements and the assessment of applicants as well as application instructions. As calls for different positions are jointed please refer to pp. 10-12 of the Call (PDF).

Closing date for applications is Thursday, 21st of December, 2017. Please consider that the application process especially for non-Italian or non-EU citizens may require additional documents and forms.

Contact Michael Nippa (michael.nippa@unibz.it; +39.0471.013.181) with any questions related to this position or if you need assistance with the application process.

The successful candidate will have an outstanding track record in university teaching and research, preferably with a strong international component. Candidates must have a Ph.D. in Chinese Studies with an emphasis on the social sciences or in a social science discipline such as economics, sociology or a related discipline with a distinct focus on China. Applicants should have demonstrated expertise in qualitative research methods, an excellent command of English and Chinese, as well as substantial research experience related to institutions in Chinese economy and/or society. Qualified candidates will also show a track record of engaging in multi-disciplinary research and teaching as well as in  conducting grant-sponsored research.

The appointee will be expected to conduct research and to teach courses in social science research on China within the Graduate School of East Asian Studies and in the B.A. and M.A. programs in Chinese Studies. The successful candidate is also expected to contribute to Freie Universität Berlin’s research networks in the social sciences and area studies, such as those represented in the Center for Area Studies.

Languages of instruction at the Graduate School of East Asian Studies are English and German. Successful applicants who are not sufficiently proficient in German are strongly encouraged to acquire language skills at academically appropriate levels within a reasonable time frame.

Junior professors will be appointed as civil servants for an initial duration of three years. Provided that their performance is thereafter evaluated positively, employment may be extended for three more years.

Applications must be received no later than October 11, 2012, at

Freie Universität Berlin
Fachbereich Geschichts- und Kulturwissenschaften
Dekanat
z. Hd. v. Frau Emmrich-Willingham
Koserstr.
20
14195 Berlin
Germany

Application guidelines and general information on the appointment procedure as well as requirements for junior professorships at Freie Universität Berlin can be found at www.fu-berlin.de/praesidialamt. For additional details, please visit www.fu-berlin.de, www.geschkult.fu-berlin.de, www.geschkult.fu-berlin.de/japanologie, www.geschkult.fu-berlin.de/sinologie, www.geschkult.fu-berlin.de/korea-studien and www.fu-berlin.de/cas.

Provided by the British Broadcasting Corporation (BBC), this resource provides interactive lessons about basic french phrases, vocabulary, and grammar to help users learn how to speak the language. The site provides videos and audio clips with each lesson to help users listen and pronounce words properly. A test is also available on the main page to help users evaluate their comprehension of the language. Audio from the lessons can be downloaded in MP3 format.

The School of Business and Economics invites applications for a

W1 Junior Professorship for

Asian Management Studies

to be filled by the earliest possible starting date for an initial period of three years. Depending on successful evaluation the appointment will be extended for another three years.

The successful candidate is expected to represent the field adequately in teaching and research. The candidate should demonstrate a research interest in the areas of market entry and market development strategies and/or intercultural management. The duties will also include actively contributing to the internationalization of the school. It is expected that the candidate will teach in English. Relevant research and teaching experience in Asia is required. Knowledge of German is an advantage. The successful candidate is required to learn German within the first three years after appointment.

Prerequisites for the position are a university degree, university level teaching experience and a doctoral degree in international business, a management-related discipline or another discipline of social science.

FAU expects applicants to become actively involved in the administration of academic affairs and welcomes experience in managing research projects and raising third-party funding.

The University of Erlangen-Nürnberg pursues a policy of intense student mentoring and therefore expects its teaching staff to be present during lecture periods.

FAU is an equal opportunities and family-friendly employer and is also responsive to the needs of dual career couples. In order to increase the number of women in leading positions, we specifically encourage women to apply.

Please submit your complete application documents (CV, list of publications, list of lectures and courses taught, certified copies of certificates and degrees, list of third-party funding) to the Dean of the Faculty of Business, Economics, and Law, Prof. Dr. Matthias Wrede, School of Business and Economics, FAU Erlangen-Nürnberg, Findelgasse 7/9, 90402 Nürnberg, Germany, by May 1, 2015. Please also send an electronic version to wiwi-sprecher@fau.de.

The School of Business and Economics invites applications for a W1 Junior Professorship for International Human Resource Management to be filled by the earliest possible starting date for an initial period of three years. Depending on successful evaluation the appointment will be extended for another three years.

The successful candidate is expected to represent the field of International Human Resource Management adequately in teaching and research. A focus on behavioral aspects is preferred. The professor will be expected to actively contribute to the internationalization of the school. Relevant research and teaching experience and the ability to publish articles in highly-ranked international journals is required. It is expected that the candidate will teach in English. Knowledge of German is an advantage. International applicants are expected to learn German within the first three years after appointment. Prerequisites for the position are a university degree, university level teaching experience and a doctoral degree in international business, a management-related discipline or another discipline of social science. Compensation and employment conditions are in accordance with the German Public Service Law.

FAU expects applicants to become actively involved in the administration of academic affairs and welcomes experience in managing research projects and raising third-party funding. The University of Erlangen-Nürnberg pursues a policy of intense student mentoring and therefore expects its teaching staff to be present during lecture periods. FAU is a family-friendly employer and is also responsive to the needs of dual career couples. In its pursuit of academic excellence, FAU is committed to equality of opportunity and to a proactive and inclusive approach, which supports and encourages all under-represented groups, promotes an inclusive culture and values diversity.

Please submit your complete application documents (CV, list of publications, list of lectures and courses taught, certified copies of certificates and degrees, list of third-party funding) to the Dean of the Faculty of Business, Economics, and Law, Prof. Dr. Matthias Wrede, School of Business and Economics, FAU Erlangen-Nürnberg, Findelgasse 7/9, 90402 Nürnberg, Germany, by August 30, 2016. Please also send an electronic version to wiwi-sprecher@fau.de.

Friedrich-Alexander-University Erlangen-Nürnberg (FAU) The Faculty of Business, Economics, and Law invites applications for a W3 Professorship (Chair) for Global Governance at the School of Business and Economics to be filled by the earliest possible starting date.

The successful candidate is expected to represent the field adequately in teaching and research. The professorship is an interface between economics and social sciences and the applicant is expected to have a background in economics or social sciences. Interdisciplinary experience is desirable. The professor will be particularly involved in teaching the international Bachelor's and Master's degree programmes at the School of Business and Economics and must be willing to teach in English. The professor will also be expected to manage existing partnerships with universities in North America and the UK.

Applicants are expected to have focused on research in one or several of the following fields: world economic order, international trade and investment policy, international political economy, public policy, regional economic integration, international labour migration and international relations. Research excellence must be demonstrated in particular by publications in renowned international journals. An orientation towards quantitative research is particularly desirable. Close collaboration with the research focus areas at the School of Business and Economics at FAU is expected.

Prerequisites for the position are a university degree, university level teaching experience, a doctoral degree, and additional academic qualifications. These should be in the form of a Habilitation (post-doctoral thesis) or equivalent academic publications. The necessary qualifications may also have been acquired in a non-university context or through a junior faculty position (e.g. W1 Professor or Assistant Professor).

FAU expects applicants to become actively involved in the administration of academic affairs and welcomes experience in managing research projects and raising third-party funding. The University of Erlangen-Nürnberg pursues a policy of intense student mentoring and therefore expects its teaching staff to be present during lecture periods. FAU is a family-friendly employer and is also responsive to the needs of dual-career couples. In its pursuit of academic excellence, FAU is committed to equality of opportunity and to a proactive and inclusive approach, which supports and encourages all under-represented groups, promotes an inclusive culture and values diversity.

Please submit your complete application documents (CV, list of publications, list of lectures and courses taught, copies of certificates and degrees, list of third-party funding) to the Dean of the Faculty of Business, Economics, and Law, FAU Erlangen-Nürnberg, Findelgasse 7/9, 90402 Nürnberg, by 19.08.2016 Please also send an electronic version to wiwi-sprecher@fau.de

Asia Pacific Journal of Management

Special Issue and Conference on “From Emerging to Emerged: A Decade of Development of Dragon Multinationals”

Submission Deadline: April 15, 2015

Conference Place and Date: December, 2015 (tentative dates)

Venue: Macquarie University, Sydney, Australia

Estimated Date of Publication: November 2016

 

Special Issue Guest Editors:

Jane Lu (University of Melbourne and National University of Singapore)

Xufei Ma (Chinese University of Hong Kong)

Lucy Taksa (Macquarie University)

Yue Wang (Macquarie University)

 

Special Issue Consulting Editors:

Mike Peng (University of Texas at Dallas)

Ravi Ramamurti (Northeastern University)

 

Conference Sponsor:

Department of Marketing and Management, Macquarie University, Sydney, Australia.

 

In 2006, the Asia Pacific Journal of Management (APJM) published an influential article “Dragon multinationals: New players in 21st century globalization” (Mathews, 2006a, 23:5-27). In this conceptual article, John Mathews (Macquarie University, Australia) defines firms from the periphery—especially those from the Asia Pacific region—as ‘dragon multinationals’. The author develops a new model to illustrate the three pillars common in these firms’ pattern of accelerated internationalization and summarizes them into his linkage, leverage, and learning (LLL) model.

According to Mathews (2006a), for dragon multinationals, the best and the quickest way to capture global opportunities and to tap into global resources is first to link up with firms around the global, second to leverage such links to overcome resource barriers (including foreign direct investment (FDI) through acquisitions), and third to learn to build up their own capabilities in a cumulative fashion. These three pillars of linkage, leverage and learning are what make dragon multinationals’ international expansion distinctive from the internationalization pattern of Western incumbents.

To the extent that firms that lack initial resources may take advantage of the increasingly interconnected global economy in a pattern consistent with the LLL model, the LLL model may become one of the dominant paradigms in international business (IB) research in the 21st century, just like how the OLI model was viewed by the IB and management community in the 20th century. We do not know whether this significant paradigm development will happen, but the fact that John Mathews’ article won the second APJM Best Paper Award in 2009 and became the second most cited APJM paper ever (with over 600 Google Scholar citations) in just a few years after its appearance in 2006 is a strong signal that the IB and management community may just be ready to embrace such a paradigm development. However, whether such a paradigm development will materialize (Dunning, 2006; Narula, 2006) is at least dependent on two critical issues, which will be addressed in this Special Issue. First, do we have accumulated sufficient evidence to suggest that there is indeed a need for a new paradigm such as the LLL model to account for a very different internationalization process? Second, nearly ten years since Mathews (2006a), do we have sufficient knowledge about ways that those already emerged dragon multinationals (such as Acer, Li & Fung, and Lenovo that appeared in Mathews’ original article) manage their global operations?  

To further enrich our understanding of the merits and limits of the LLL model, we also call for papers that provide new theoretical or empirical insights to help us better understand the internationalization patterns and strategies adopted by firms from the rapidly developing Asia Pacific region including those are still emerging and those already emerged in the global stage. To the extent that management problems remain the same over time while their solutions differ from part of the world to part of the world (Hostede, 2007), we also welcome manuscripts that look at the impact of the emerging or emerged dragon multinationals on the strategies and behaviours of Western MNEs in different parts of the world.

Overall, this Special Issue provides an opportunity to (1) reflect on John Mathews’ influential article on the then emerging dragon multinationals, and (2) bring together research on recent development of those dragon multinationals that are already emerged in the global market as well as research on the interactions between these (relatively) new players and incumbent western players in an increasingly interconnected global business environment. To serve these purposes, manuscripts are not restricted to, but could deal with the following topics:

  • Empirical studies to test the validity of the LLL model in a broader range of firms (including but not limited to emerging and emerged dragon multinationals).  
  • How the strategies, structures, and management practices (e.g. how to manage the challenge of diverse workforce) adopted by those emerged dragon multinationals differ from MNEs from the West and Japan.
  • How the LLL model and OLI model complement or substitute each other.
  • How the expansion of dragon multinationals to regions such as Africa and Australia affects the strategies of Western MNEs in these regions.
  • How the pattern of expansion of dragon multinationals is affected by varying institutional conditions in their home countries.
  • What the performance implications are as a result of the expansion of dragon multinationals.

Papers for the Special Issue should be submitted electronically to the APJM Online Submission System at https://www.editorialmanager.com/apjm/, and identified as submissions to the “From emerging to emerged: a decade of development of dragon multinationals” Special Issue. The deadline for receipt of papers for this special issue is April 15, 2015. The format of submissions must comply with submission guidelines posted at the APJM website. Please indicate that your submission is to be reviewed for the Special Issue on “From Emerging to Emerged: A Decade of Development of Dragon Multinationals” (choose that in the “article type” item during the submission process).

Papers will be double-blind peer-reviewed. We will make initial editorial decisions by July 1, 2015. Authors invited to revise and resubmit their work will be invited to present the papers at a Special Issue development conference hosted by the Department of Marketing and Management at Macquarie University, Sydney, Australia.

The papers accepted and presented at the special issue conference will be considered for publication in the Special Issue of the APJM. Presentation at the conference does not necessarily guarantee publication in the special issue. The combination of a development conference and a Special Issue nevertheless follows a highly successful APJM initiative to bring out the full potential of authors and papers.

 

For questions about the special issue, please contact any of the Special Issue Editors:

Jane Lu

Professor, Department of Management and Marketing, University of Melbourne; and National University of Singapore

Email: jane.lu@unimelb.edu.au

Xufei Ma

Associate Professor, Department of Management, Chinese University of Hong Kong

Email: xufei@cuhk.edu.hk

Lucy Taksa

Professor, Department of Marketing and Management, Macquarie University

Email: lucy.taksa@mq.edu.au

Yue Wang

Associate Professor, Department of Marketing and Management, Macquarie University

Email:  yue.wang@mq.edu.au

 

References:

Hofstede, G. (2007). Asian management in the 21st century. Asia Pacific Journal of Management, 24: 411-420.

Dunning, J. H. (2006). Comment on Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23: 139-141.

Narula, R. (2006). Globalization, new ecologies, new zoologies, and the purported death of the eclectic paradigm. Asia Pacific Journal of Management, 23: 143-151.

Mathews, J. A. (2006a). Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23: 5-27.

Mathews, J. A. (2006b). Responses to Professors Dunning and Narula. Asia Pacific Journal of Management, 23: 153-155.

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.

Over the past decade, Frugal Innovations have garnered the attention of management scholars and practitioners due to their high economic potential and rapidly growing adoption in business. With its roots in emerging economies, Frugal Innovation as a concept has come a long way from focusing on subsistence marketplaces to being applied to address global challenges such as changing demographics and climate change. Specifically, in light of the ongoing digital revolution and arrival of new business models such as sharing and circular economy, Frugal Innovations are being explored on a global scale from various new perspectives. The focus is drifting away from merely being ‘cost’ and ‘BoP’ driven innovations to being ‘green’ and ‘sustainable’ innovations. However, unlike this shift, a large part of current research on Frugal Innovation is still oriented towards BoP markets and low-cost strategies. 

Marking the start of a new wave of Frugal Innovation research, this book comes at an appropriate time to encourage academicians to explore the concept of Frugal Innovation from new perspectives and set future research agenda. To discuss different product development strategies and tools that are being employed by organizations across the globe to implement Frugal Innovations. Furthermore, this book also aims to discuss the recent and upcoming trends and their impact on frugal innovations strategies.

Hence, the aims of this book are:

  • Starting a new wave in Frugal Innovation research
  • Exploring Frugal Innovation from new perspectives
  • Set future research agenda

Topics include but are not limited to:

  • Frugal Innovation as a worldwide phenomenon
  • Reverse Innovation – the global answer to frugality?
  • Frugal Engineering fostering Frugal Innovation
  • Digital Revolution as a driver of frugality
  • Circular Economy and Sustainability
  • Technological Innovation and Disruption
  • Frugal Ecosystems in the age of Sharing Economy

We encourage specific papers from both a SME and MNC perspective.

Prospective authors should send their manuscripts electronically to the following email address: (Nivedita.agarwal@fau.de), with the subject title as: " Frugal Innovation and its Implementation- Book Chapter". Submitted manuscripts will be refereed by at least two independent and expert reviewers for quality, correctness, originality, and relevance. Submitted manuscripts (around 20 pages) should conform to the standard guidelines of the Springer's book chapter format.

Timeline

Submission of abstracts                        August 1st 2019 

Submission of full manuscripts            November 1st 2019

Review Feedback                                   January 15th 2019

Revised paper submission                    March 15th 2020

Publication                                              Winter 2020

Candidates should have or be close to obtaining a Ph.D. degree in related research fields in world-leading business schools. Strong candidates should be willing to work on responsible and high-quality research and publish in internationally and domestically recognized journals. Candidates whose research interests are congruent with the school's mission and vision have priority in the selection process.

Qualifications vary for different levels of faculty positions: 

Assistant Professor

Candidates should show strong potential in research and teaching.

  1. Have the willingness to work on responsible research and pursue the truth and integrity;     
  2. Have rigorous academic training and the potential to do good research independently;
  3. Have the ability to teach undergraduate courses and teach in English;
  4. Have a desire to grow up in the academic community and contribute to the development of the school and the department.

Associate Professor 

Candidates should have a good record in research and teaching and have the ability or interest in MBA teaching.

  1. Have an Associate Professor position in prestigious international or domestic business schools or an Assistant Professor position with outstanding research records;
  2. Have the ability to do good research independently and publish in high-quality journals as a first or corresponding author;
  3. Have good teaching records;
  4. Have the ability and interest in contributing to the academic community and the development of the school and the department

Professor

Candidates should have an international reputation and impact in their research domains and have the ability and interest in MBA/EMBA teaching.

  1. Have a Professor position in prestigious international or domestic business schools or an Associate Professor position with outstanding research records;
  2. Demonstrate substantial influence in a specific research domain; Have the ability and willingness to independently lead a research group, be a world-renowned scholar, and have influential publications in top management journals as a first or corresponding author;
  3. Have good teaching records;
  4. Have the ability and interest in contributing to the international and local academic community and practical community; to the school and department’s development and governance.

We offer

  1. An internationally and domestically competitive base salary;
  2. A platform to work with world-renowned scholars and competitive research seed funds.
  3. Premium education benefits for children, including kindergarten, primary, and secondary school education, offered by Fudan Compulsory Education Group;
  4. Housing benefits, including Junior Faculty Apartments, housing allowance, and other university and school welfare that support a secure and decent life;
  5. An open atmosphere and friendly colleague team with the shared mission of academic and social impact.

About us

Fudan University is one of the top-tier universities in China. The School of Management has been accredited by AACSB and EQUIS for over ten years. The school ranked 1st in Mainland China, among the Top 100 for eight consecutive years, and 76th globally in 2022 in the UTD Business School Research Ranking. The school has always stood at the forefront of the times and developed itself with entrepreneurial spirits.

The Department of Business Administration was established in 1920. It was one of the three founding departments that constituted the restored School of Management in 1985 and was one of the earliest departments at Fudan University. The department represents the school, a founding member and a significant sponsor, to collaborate with the International Association of Chinese Management Research (IACMR) to facilitate Chinese management research and education among scholars, educators, practitioners, and policymakers. The Department of Business Administration has two doctoral programs: Management and Oriental Management, and includes disciplines of strategy, innovation, entrepreneurship, Organizational behavior and human resource management, International business, and Strategic leadership.

As China's economic and financial center, Shanghai is responsible for the new era. To embrace national science and technology innovation strategy, Shanghai launched STAR Market (Sci-Tech innovAtion board) in 2019 to encourage the growth and development of Sci-Tech start-ups in China. This strategic action makes Shanghai a perfect place for management scholars to explore new phenomena in business practice. The School of Management at Fudan University invites international and domestic applicants for faculty positions at all levels (Assistant, Associate, or Full Professor), specifically in the following five domains:

  1. Strategic management, innovation, and entrepreneurship
  2. Corporate Governance and Strategic Leadership
  3. Organization theory, organizational behavior, and Human resource management
  4. International Business and digital globalization
  5. ESG and social responsibility

Contact Information (General)

Ms. Zhou, Email: hrfdms@fudan.edu.cn

Contact Information (Academic specific)

Xuhong LI, Email: xhli@fudan.edu.cn

Tian Wei, Email: weitian@fudan.edu.cn

We are inviting academic editorial contributors to a new 1-volume encyclopedia about major marketing strategies, with assignments focused on 100 major marketing strategies for some of the top global and emerging brands from 2011 – 2012. Entries include major product/service, mobile app, social media, brand development, packaging, and television strategies amongst other types. Each entry (2,500 - 3000 words) provides situational analysis, information on the target market, overview of the marketing strategy, and outcome.

Here are a few of the available entries: Product Advertisement Advertising Company FUJIFILM X100 The Sect of Wandering Photographers Mutual Workshop Limited Hong Kong IKEA IKEA e-folder Laboratory Ideas Kft. Budapest Mercedes-Benz The Invisible Drive Jung von Matt Hamburg B-Class F-Cell MTV Balloons Loducca Sao Paulo Nike 360 Control - Binaural Mix - Use Headphones Factory London Football Boot Nokia Pure Twenty-six characters, an alphabetical journey Nokia London Peugeot Reaction Time Euro RSCG Zurich Zurich Skoda Curriculum Vitae weareflink GmbH Hamburg And More...

We are making article assignments with a submission deadline of December 24, 2012, or sooner. If you are interested in contributing to the Gale Encyclopedia of Major Marketing Strategies, it can be a notable publication addition to your CV/resume and broaden your publishing credits. Moreover, you can help ensure that accurate information and important points of view are credibly presented to students and library patrons. Compensation is an honorarium payment of $.03 per word and contributors receive credit for their work in the List of Contributors in the front of the encyclopedia. The list of available entries with a link to the Clio Award site for each entry, style guidelines and sample entry will be sent upon request. Upon receipt of the materials you will select the unassigned entries (without a name in the contributor column) that best suit your interests and expertise, and send your selection to me for confirmation and assignment.

If you would like to contribute to building a truly outstanding reference with the Encyclopedia of Major Marketing Strategies, please contact me by the e-mail information below. Please provide a brief summary of your background in marketing/advertising or provide your CV. Thanks for your time and interest. Best, Sue Moskowitz Author Manager Golson Media work@golsonmedia.com

Gediz University Faculty of Economics and Administrative Sciences is inviting applicants for tenure-track Assistant / Associate and Full Professor level job positions.

The hiring committee will review applicants as received and the will keep the job posting open till fulfilled.

The applicants should have Ph.D. degree in one of the below-mentioned disciplines or in a related area. Applicants who are about to finish their Ph.D. studies are encouraged to apply as well. The area of interests include Finance or a related area. The candidate will be considered as a faculty member to teach and research in the field of Finance in general and related disciplines. Experience in teaching undergraduate and graduate level will be considered as a plus. Gediz University offers graduate level programs including MBA, Master's in International Political Economy, Master's in Management of Health Care Institutions and Ph.D. in Management.

Applicants excelling in both teaching and research are preferred. Gediz University substantially supports the research and publications will be benevolently complimented therefore such policy reflects the policy of Gediz University of research orientation. The faculty members are not extensively loaded with teaching responsibilities leaving substantial time for research activities. The education medium for most of the departments at Gediz University is English. Thus, Turkish language proficiency is not a requirement.

Typical application procedure is followed. For presentations and interviews, travel allowances as well as accommodation can be arranged upon request. Applications should be sent to Prof. Muhammet AKDİŞ, Dean of Faculty of E.A.S. at Gediz University. muhammet.akdis@gediz.edu.tr

Applicant file should include:

  • Detailed CV
  • List of all publications

Contact Information for Seyrek Campus Address: Gediz University Seyrek Campus, Menemen, İzmir, Turkey. Zip Code: 35665 Phone: +90 (232) 355 00 00 Fax: +90 (232) 355 00 18

Guest Editors:

Carin Smaller, Advisor on Agriculture and Investment, International Institute for Sustainable Development (IISD), &

Kathleen Sexsmith, Assistant Professor of Rural Sociology, Pennsylvania State University (Incoming Fall 2017)

Dear Fellow Scholars and Researchers:

Multinational enterprises (MNEs) in the agricultural and extractive sectors are increasingly adopting voluntary guidelines for economic, social, and environmental responsibility along their supply chains, in response to public demands for greater accountability and a stronger contribution to sustainable development. While these initiatives have had strong positive impacts in several areas, the actors involved have paid less attention to gender inequities and inequalities. Indeed, MNEs, governments, and standard-setting organizations have moved slowly and unevenly to address the gendered consequences of MNE activities in the communities where they operate. The result is a diverse set of investor practices, national policies, laws, sustainability standards, guidelines, and certification criteria that take many different approaches to gender issues. Researchers do not know enough about the impacts on gender roles and relations in communities when MNEs adopt responsible investing approaches in their international investment activities. They also do not know enough about the differences in their outcomes, or which approaches work best.

Taken together, initiatives to support MNEs in their efforts to contribute to gender equality in the communities where they operate have yet to realize their full potential. For example, some sustainability initiatives for cross-border agricultural and land investment, like Fairtrade, UTZ Certified, the CFS Voluntary Guidelines for the Responsible Governance of Tenure of Land, Fisheries and Forests, and the Principles for Responsible Investment in Agriculture and Food Systems, are gender-mainstreamed in their content and take a gender-sensitive approach to implementation. Yet, some other initiatives in the agricultural and land sector include only vague non-discrimination principles. Moreover, even the most gender-sensitive agricultural investment initiatives have struggled with how to address gender bias at the level of local cultures. In the mining, oil, and gas sectors, global standards like the Extractive Industry Transparency Initiative have done little to address the negative impacts of resource extraction on women’s safety in conflict zones, their exclusion from employment opportunities, and their unpaid labour burden. Although there is still plenty of work to be done, interest in the potential contributions of MNEs to gender equity and equality through responsible international investment at the current moment is high.

This special issue will focus on the gender dynamics of cross-border investments in the agricultural and extractive sectors, specifically in terms of the policies, laws, sustainability standards, guidelines, and certification criteria that shape the gendered outcomes of investments by MNEs. It will seek articles that address one or more of the following topics:

  1. The historical and political processes through which gender has come to be included – however unevenly – in the major sustainability initiatives that MNEs adopt;
  2. Analysis of the direct and indirect impacts of MNEs adopting these initiatives on gender relations and women’s empowerment in the communities where they are implemented;
  3. The influence (or the capacity to influence) of these initiatives on MNE behaviour, sustainable development, and national laws or policies in these sectors;
  4. A closely related topic agreed upon with the guest editors.

An important criterion for article selection will be relevance of findings to MNEs, policy discussions, the practical concerns of governments, intergovernmental organizations, civil society organizations and communities engaging with these initiatives. Comparative research is particularly welcome.

Length of contributions: Between 5000–8000 words (plus an abstract not exceeding 150 words)

Submission deadline: November 15, 2017.

Authors are requested to submit their manuscript by email to: tncj@unctad.org

Please send questions regarding this special issue and submissions to:

Kathleen Sexsmith <kjs256@cornell.edu>

Special Issue Editors

Andri Georgiadou, Equality Inclusion Diversity Center, Cyprus

Beverly Dawn Metcalfe, American University of Beirut, Lebanon

Niki Dickerson von Lockette, Pennsylvania State University, USA

Dimitria Groutsis, The University of Sydney, Australia

This special issue aims to foster a discussion about the mutual entanglement of gender, embodiment and identity in organizations and the emergent theoretical directions and approaches that challenge this entanglement and disentanglement. Accordingly, we seek to advance the field and provide a foundational resource for future scholars. The call is therefore directed to those who want to explore the embodiment of gender from a broad range of different disciplines and theoretical perspectives with the common aim of approaching the body both as a site for transgressive encounters and as actively participating and shaping such encounters. Our focus is also transnational and seeks to explore the complexities of embodiment and identity beyond a western space and lens.

In critical debates related to work and organization the human body is considered and discussed as the site of the labor-force. However, there are other layers of the body that deserve to be explored in-depth. Social scientists have conceptualized the body as a project individuals work on and alter as a means of identity construction and reconstruction (Butler, 1990; 1993; Dale, 2001; Shilling, 2017). Furthermore, the body has largely been treated as a medium that helps people explore and experience the world (Monaghan, 2002). One’s perception of their body is considered interdependent with social relationships and control factors that constrain this perception of one’s body in conformity with socio-cultural ideals, models and normative as well as moral accounts (Thompson and Hirschman, 1995; Dale, 2005). Construction of the body and the associated body image therefore embodies a process of socialization. This becomes a means of signifying one’s self-worth and status in the presentation of the self and in social relationships and lifestyles, and also in the exertion of control over one’s self (Thompson and Hirschman, 1995).

We agree with the feminist critique of the mind-body split and its dualistic counterparts: male/female, culture/nature, public/private, human/animal and as such we seek to counterbalance and transgress this bifurcation informing scientific explanations and disciplinary boundaries. The body has become a veritable hot spot, marking itself as a boundary concept that forcefully disrupts established disciplinary identities and fields of investigation. The body is also a locus where nature and culture meet, and it refuses to accommodate any easy distinction between these two terms. Instead, the very presence of the body demands a radical rethinking of the meaning of both nature and culture (Shiling, 2017).

Bodies make themselves present at the very core of a range of different embodied phenomena, such as emotions, desires, identity, and agency (Warhust and Nickson 2009; Simpson and Pullen, 2018). Embodiment in its most simple understanding means the lived experience of human beings, an experience which always bridges “the mind” and “the body”, “the natural” and “the cultural”. Embodied beings are never determined only by their material, or by their social and cultural conditions, but at the same time they are never fully unbound or completely elastic. The historical and spatial differences, changes and stabilities in how bodies and embodiment are perceived and understood, therefore provides insight into both the potentials and constraints of future body theory.

Women's bodies in organizations have been framed as problematic. Gatrell (2011) has illustrated the public hostility toward breastfeeding women at work, similarly Haynes (2012) argues that notions of physical capital remain highly gendered in professional services firms, with implications for equality and diversity in professional work. However, the ‘active’   body has largely been represented in the literature from a Western perspective: based on western forms of bodies, bodily experiences and embodiment (see for example Brewis and Sinclair, 2000; Hall et al., 2007; Monaghan, 2002; Oerton, 2004; Simpson and Pullen, 2018). Likewise, these writings largely present white colonial interpretations and do not consider the multiplicity of embodied forms (Metcalfe and Woodhams, 2012). In this vein, these insights do not provide explanations of embodiment in diverse geographical and cultural spaces including Africa, the Middle East, Latin America, and Asia for instance.

Our concern then is that the substantive literature is ‘colonizing’ bodily accounts, thus leaving the ‘subaltern’ and ‘othered’ identities in the shadows (Spivak and Harasym, 2014; Liu, 2017). Further, ideas of whiteness and the power effects of space and belonging remain under theorized. There is a need therefore for studies to explore bodily processes as part of colonization. Feminist postcolonial accounts of bodily experiences, desires and action and the politics of resistance provide a promising avenue of enquiry for GWO scholars.

In light of this, we invite theoretical, empirical and methodological contributions that explore the lived embodiment of workers and managers, teasing out how gendered embodiment affects bodily feelings and relational and organizational experiences at work, and how the body constitutes an active medium of work, management and organization. Contributions from different fields are welcomed. We also encourage an interdisciplinary approach, acknowledging that gendered embodiment has numerous intellectual roots and allies. The following issues are indicative, but not exhaustive, of our field of focus:

  • Globalization, territories and borders and the lived embodiment and bodily experiences of people at work and in organizations.
  • Migration and the sense of ‘being’ in the world, through spatiality, embodiment and groundedness in place.
  • Critical accounts of embodiment including feminist postcolonial accounts, Marxist humanist or social revolutionary dynamics of the spatiality of embodiments.
  • Spatiality as territory: how does the inner activity of the body transcend to the external environment.
  • Colonization, decoloniality and forms of embodiment.
  • Dress, fashion and intersections with bodily practices.
  • How organizations marginalize qualities and aspects of embodiment associated with women.
  • Affect and the material circumstances that compel or constrain embodied gender performativity.
  • The gendered division of labor and its relationship to embodiment as the materiality of gender subjectivity.
  • How various forms of transgender embodiment intersect with other forms of bodily, socio-corporeal and socio-demographic difference, including race, sexuality, age and (dis) ability.
  • The social construction of transgender in the institutional arrangements of organizations, industries and fields.
  • The bodily techniques and practices that employees and managers mobilize in expressing – or hiding- (trans) gender.

Deadline for submission of full papers: September 30th, 2019

Manuscripts should be around 9,000 words. Manuscripts considered for publication will be peer-reviewed following the journal’s double-blind review process. Submissions should be made via the journal’s Scholar One Manuscript Central at: http://mc.manuscriptcentral.com/gwo. Author guidelines can be found at the journal’s website at: http://onlinelibrary.wiley.com/journal/10.1111/%28ISSN%291468-0432/homepage/ForAuthors.html.

Further enquiries about the special issue should be directed to: Andri Georgiadou (equidy@andrigeorgiadou.com), Beverly Dawn Metcalfe (metcalfebd@yahoo.co.uk), Niki Dickerson von Lockette (ntd10@psu.edu), Dimitria Groutsis (dimitria.groutsis@sydney.edu.au).

References

Brewis, J. & Sinclair, J. (2000). Exploring embodiment: women, biology and work. In Hassard, J., Holliday, R. and Willmott, H. (eds) Body and Organization (pp. 192–214). London: Sage.

Butler, J. (1990). Gender trouble: feminism and the subversion of gender. London: Routledge.

Butler, J. (1993). Bodies that matter: on the discursive limits of sex. London: Routledge.

Dale, K. (2005). Building a Social Materiality: Spatial and Embodied Politics in Organizational Control, Organization, 12(5).

Dale, K. (2001). Anatomising embodiment and organisation theory Basingstoke. London: Palgrave.  

Gatrell, C. (2011). Policy and the pregnant body at work: Strategies of secrecy, silence and supra‐performance. Gender, Work & Organization, 18(2), 158-181.

Hall, A., Hockey, J., & Robinson, V. (2007). Occupational cultures and the embodiment of masculinity: Hairdressing, estate agency and firefighting. Gender, Work & Organization, 14(6), 534-551.

Haynes, K. (2012). Body beautiful? Gender, identity and the body in professional services firms. Gender, Work & Organization, 19(5), 489-507.

Liu H, (2017). Undoing Whiteness: The Dao of Anti‐racist Diversity Practice. Gender Work and Organization, 24(5), 451-563.

Metcalfe, B. D., & Woodhams, C. (2012). Introduction: New Directions in Gender, Diversity and Organization Theorizing–Re‐imagining Feminist Post‐colonialism, Transnationalism and Geographies of Power. International Journal of Management Reviews, 14(2), 123-140.

Monaghan, L. F. (2002). Embodying gender, work and organization: solidarity, cool loyalties and contested hierarchy in a masculinist occupation. Gender, Work & Organization, 9(5), 504-536.

Oerton, S. (2004). Bodywork boundaries: power, politics and professionalism in therapeutic massage. Gender, Work & Organization, 11,5, 544–65.

Shilling, C. (2017). Body pedagogics: Embodiment, cognition and cultural transmission. Sociology, 51(6), 1205-1221.

Simpson, R., & Pullen, A. (2018). ‘Cool’ Meanings: Tattoo Artists, Body Work and Organizational ‘Bodyscape’. Work, Employment and Society, 32(1), 169-185.

Spivak, G. C., & Harasym, S. (2014). The post-colonial critic: Interviews, strategies, dialogues. London: Routledge.

Thompson, C. J., & Hirschman, E. C. (1995). Understanding the socialized body: A poststructuralist analysis of consumers' self-conceptions, body images, and self-care practices. Journal of consumer research, 22(2), 139-153.

Warhurst, C., and Nickson, D. (2009). Who’s got the look? Emotional, aesthetic and sexualized labour in interactive service work. Gender, Work and Organization, 16(3): 385– 404.

Summary

Global leadership has served as a hallmark topic in leadership research for the past few decades, in response to an unprecedented growth of international firms and markets (Ajarimah, 2001; Caligiuri, 2006; Gentry et al., 2014; Khilji et al., 2010; Mendenhall et al., 2012). However, scholars have described it as a western-centric (Arvey et al., 2015), seemingly age-blind (Spisak et al., 2014) and male-dominated (Kyriakidou, 2012; Syed & Murray, 2008) field. The intersectional effects of gender, age and other forms of identity remain relatively under-explored in the leadership literature. Arvey et. al. (2015) note that western scholars and western data predominantly drive global leadership research. To energize this field and add to theoretical significance (Glynn & Raffaelli, 2010), it is important to examine global leadership and its interplay with gender and inter-generations in non-western or ‘unconventional’ contexts (Bamberger & Pratt, 2010; Khilji & Rowley, 2013; Scandura & Dorfman, 2004; Steers et al., 2012).

For the past two decades, South Asia has attracted greater interest among business leaders, politicians and academics alike. It has become one of the most dynamic and fast-growing regions in the world, which many multinational companies consider as an important strategic growth market for their business activities, as they invest in local production facilities and integrate domestic companies into their value chains (Khilji, 2012; Khilji & Rowley, 2013). Goldman Sachs (2011) predicts continued development in the region- as India is likely to emerge as world’s second largest economy by 2050, and Bangladesh and Pakistan have a high potential of becoming two of the world’s largest 11 economies (referred to as Next-11) in the 21st century, along with BRIC, (Goldman Sachs, 2011). Recently, Pakistan has attracted US$ 46 billion of investment from China, which is expected to boost Pakistan’s socio-economic development (CNN Money, 2015; The Wall Street Journal, 2015). From a generational perspective, leadership literature has paid relatively less attention to age (Spisak, et al., 2014). Age remains an important issue within South Asia context given the population growth and demographic mix in that region. In stark contrast to many developed countries, South Asia has a significantly younger population that is continuing to grow. If qualified and skilled, then this population is likely to be in high demand in future global labor market (Khilji, 2012; Khilji & Keilson, 2014).

Recent reviews of national talent development initiatives indicate that South Asian countries, particularly Pakistan and Bangladesh, are acutely aware of a long standing ‘leadership deficit’ there, with many reports indicating that the young have a growing level of anxiety about renewal of leadership (Khilji & Keilson, 2014; Masood, 2013). To address this, respective governments have implemented a wide range of leadership development initiatives. Further, scholars have also argued that the Indian subcontinent –given its fast changing environment and resource constraints - should serve as a training ground for future global leaders (Khilji & Rowley, 2013; Power, 2011). In sum, there is a necessity to learn more about leadership in and from South Asia, because demographically and contextually, South Asia is likely to exert significant influences on global leadership research and practice. Specifically, examining South Asian generational views on leadership is likely to offer new insights for future theory and practice of leadership (Pio & Syed, 2014).

From a gender perspective, the leadership field is strongly focused on, and influenced by, men. Some scholars have even argued that the term leadership is “conventionally constructed in masculine terms” (Kyriakidou, 2012, p. 4; Vinkenburg et al., 2011). In order to overcome this limitation, several scholars have undertaken studies to examine leadership through a gender lens (Eagley & Heilman, 2015; Peus et al., 2015). A majority of gender research has adopted an equity and fairness perspective, focusing on the gender gap in leadership (Hausmann, Tyson, & Zahidi, 2011; Peus, et al., 2015; Schuh et al., 2014). While this research has contributed fundamentally to the literature, it may be worthwhile to link leadership studies to broader domains of gender- including gender roles, identity, social location and relationships (Glynn & Raffaelli, 2010). Such topics are not only important for reconsidering the role of gender in leadership and evaluating conceptualizations of leadership but also most appropriate for South Asia where gender inequities appear to be more significant than in the West (UNDP, 2013). However, there are also several South Asian women who are defying organizational and social norms (Pio & Syed, 2013). Some of these women are leading multinational corporations, while others are at the forefront of socio-economic change through their entrepreneurial ventures. For example, Malala Yusafzai’s effort for girls’ right to education, Kiran Mazumdar Shaw’s rise as the Indian biotech queen, Bibi Russell’s building of a pioneering fashion house in Bangladesh, Naina Lal Kidwai’s appointment as the Indian Country Head of HSBC, Nasreen Kasuri as founder of the international chain of Beaconhouse School System in Pakistan and Roshane Zafar’s drive as an award winning Pakistani social entrepreneur.

Through this Special Issue (SI), we want to foster research on gender, generation and leadership from the South Asia region or from a South Asian perspective. The SI seeks to improve understanding of demographic and social development in the context of leadership in South Asia and the factors that influence these developments. With the purpose of providing an unconventional non-western perspective (Bamberger & Pratt, 2010; Khilji & Rowley, 2013) and also in line with the intersectionality perspective (Shields, 2008), we are interested in publishing research that explores South Asian leadership experiences and perspectives about gender, and/or generations. An examination of the intersections between gender and leadership, generations and leadership, and/or generation and gender in leadership (including life course stage and age) can help us to understand changes in gender, intergenerational and other social relations over time. An intersectional lens is helpful to deconstruct categories within which policy makers and academics often confine groups and individuals, providing a nuanced and holistic understanding of how women are located within various social situations and contexts (Shields, 2008). The lens is also useful for developing an understanding of the leadership process – including leadership development in organizations – in terms of how women’s potential as business leaders may be fully utilized, as well as the mechanisms for changes over time. A critical analysis of gender and generations is also crucial to understanding leadership because of the constantly evolving relations between women and men, and between younger and older generations (IIED, 2013).

Both of these approaches encourage South Asian voices to emerge, as these are predominantly absent in the leadership literature. Glynn & Raffaelli (2010) highlight methodological convergence among leadership scholars. To expand the scope as well as focus on theoretical development of the global leadership field, submissions of studies using non-traditional research methods are also encouraged for this SI. In recent years, studies using diverse research methods (such as storytelling, narrative, ethnographic) that have offered rich insights into leadership patterns. Thus, we urge submission of all forms of rigorous analyses as well as critical perspectives. We seek rigorous data-driven and strong conceptual frameworks for this SI. We encourage papers and frameworks that go beyond merely finding cross-cultural, cross-gender and cross-generational differences (or similarities) to highlighting diverse, local and unexplored perspectives that can enrich theoretical developments in global leadership and offer ‘frame-breaking’ insights (Youssef & Luthans, 2012).

The mission of SAJGBR is to advance theoretical and empirical knowledge of business issues facing multinational and local organizations of South Asia and South Asian diaspora. With this in mind, we request only paper submissions that are based upon data collected from any South Asian country, as per the World Bank classification (i.e., Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan and Sri Lanka. Topics The purpose of this SI is to offer view of South Asian leadership from gender and generational lens. Thus, authors are allowed to construct their own definition of leadership, gender and generations to be able to incorporate diverse views and conceptualization, and truly capture South Asian perspectives. We are interested in a variety of submissions, so long as they address an issue relating to gender and leadership OR generations and leadership OR a combination of gender, generations and leadership in the South Asian context specifically. We expect contributors to make an important theoretical contribution and clearly incorporate cultural or contextual variations.

Topics could include, but are not limited to:

  1. What are the concepts and perspectives, processes and outcomes of leadership in South Asia? How (and why) are these influenced (or not influenced) by gender and/or generations?
  2. How do South Asian women lead multinational companies and other organizations in South Asian and/or non-South Asian context?
  3. What are some of the current views of gender and generations in leadership in South Asia? What new views are emerging?
  4. How does gender or generations intersect with other forms of identity such as social class, faith, ethnicity, caste and urban/rural background and to what extent do such intersections affect leadership in South Asia?
  5. How is gender reproduced, maintained, negotiated and re-created through practice and development of leadership?
  6. What are salient features of women’s multiple social identities in South Asia? How do these reinforce, neutralize and constitute each other to construct leadership identities?
  7. How are gender and/or generational stereotyping portrayed in South Asian leadership? How does this effect business?
  8. Do the younger generations of leaders act as agents of change. How?
  9. What are the varying gender and/or generational expectations from leadership? How are organizations accommodating these expectations in South Asia?
  10. What is the relationship between global and local ways of understanding gender and generation in leadership?
  11. How is leadership development related to gender and emerging leaders?
  12. Given that entrepreneurial ventures provide women the opportunities to practice leadership (Bullough et al., 2015), how does entrepreneurial creativity and independence allow women to become good leaders? What are some of the opportunities and challenges that women may be faced with as an entrepreneur leader?

For theoretical contributions, we also encourage stocktaking reviews and analyses. If researchers are to pursue this line of research, we strongly encourage them to review Stinchombe’s (2002) conceptualization of theory development, Glynn & Raffaelli’s (2010) meta-analysis of leadership research, and Khilji & Matthew’s (2012) review of research focused upon South Asia.

Submission Guidelines and Schedule

All manuscripts will go a double-blind review process. Submissions should be between 7000-8000 words including references, figures, and tables. Please follow submission guidelines at http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=sajgbr A selection of the submitted papers may also be considered for inclusion into a presentation symposium to be submitted to the 2016 Academy of Management Conference – subject to the paper’s potential and authors’ interest and availability. Hence, submission deadline for full paper and/or expanded abstracts of no less than 4000 words (for consideration for inclusion in the AOM 2016 symposium proposal) is: December 10, 2015

Submission deadline for full paper (for all papers): April 10, 2016

Expected publication date: September 2017

Authors are welcome, though not required, to contact the SI editors to discuss their ideas before formal submission. Please direct all queries to all editors via email: Shaista E. Khilji (shaistakhilji@gmail.com), Jawad Syed (j.syed@hud.ac.uk ), and Mary Sully De Luque (Mary.Sullydeluque@thunderbird.asu.edu ).

Note: The title of the Journal may change from 2017. More information will be shared with authors, when available.

References

Ajarimah, A.A. (2001). Major challenges of global leadership in the twenty-first century. Human Resource Development International, 4(1), 9-19.

Arvey, R., Dhanaraj, C., Javidan, M., Zhang, Z-X. (2015). Are there unique leadership models in Asia? Exploring uncharted territory. Leadership Quarterly, 26, 1-6.

Bamberger, P., & Pratt, M.G. (2010). From the Editors: Moving forward by looking back: Reclaiming unconventional research contexts and samples in organizational scholarship. Academy of Management Journal, 53(4), 655-671.

Bullough, A., De Luque, M.S., Abdelzaher, D., & Heim, W. (2015). Developing women leaders through entrepreneurship education and training. Academy of Management Perspectives, 29(2), 250-270.

Caligiuri, P. (2006). Developing global leaders. Human Resource Management Review, 16, 219- 228.

CNN Money. (2015). Pakistan lands US$ 46 billion investment from China. Available at http://money.cnn.com/2015/04/20/news/economy/pakistan-china-aid-infrastucture/ Last accessed Aug 25, 2015

Eagley, A., & Heilman, M. (2015). Call for papers: Special issue of Leadership Quarterly on gender and leadership. Ely, R.J., Ibarra, H., & Kolb, D.M. (2011). Taking gender into account: theory and design for women's leadership development programs. Academy of Management Learning and Education, 10(3), 474-493.

Gentry, W.A., Eckert, R.H., Munusamy, V.P., Stawiski, S.A., & Martin, J.L. (2014). The needs of participants in leadership development programs: A qualitative and quantitative cross-country investigation. Journal of Leadership & Organizational Studies, 21(1), 83-101.

Glynn, M.A., & Raffaelli, R. (2010). Uncovering mechanisms of theory development in an academic field: Lessons from leadership research. Academy of Management Annals, 4(1), 359-401.

Goldman Sachs. (2011). People, potential, possibilities. Retrieved from http://www.goldmansachs.com/gsam/docs/funds_international/brochures_and_sales_aids/fund_literature/advisor_brochure_n-11_en.pdf (accessed Aug 25, 2015).

Hausmann, R., & Tyson, L.D., & Zahidi, S. (2011). The Global Gender Gap Report 2011. Retrieved from: http://www3.weforum.org/docs/WEF_GenderGap_Report_2011.pdf (accessed Aug 25, 2015).

UNDP (2013). The rise of the South: Human progress in a diverse world. Human Development Report. New York, NY: United National Development Programme.

IIED (2013). Making gender and generation matter. International Institute for Environment and Development. Available at: http://www.iied.org/making-gender-generation-matter (accessed 27 August 2015).

Khilji, S.E., & Keilson, B. (2014). In search of global talent: Is South Asia ready? South Asian Journal of Global Business Research, 3(2), 114-134.

Khilji, S.E., & Rowley, C. (2013). Globalization, Change and Learning in South Asia. Oxford, UK: Chandos Publishing.

Khilji, S.E. (2012). Does south Asia matter? Rethinking south Asia as relevant in international business research. South Asian Journal of Global Business Research, 1(1), 8-21.

Khilji, S.E., & Matthews, C.D. (2012). Editor’s perspective: Published South Asian research: Current standing and future directions. South Asian Journal of Business Research, 1(2), 154-176.

Khilji, S. E., Davis, E. B., & Cseh, M. (2010). Building competitive advantage in a global environment: Leadership and the mindset. In T. Devinney, T. Pedersen & L. Tihanyi (Eds.), The Past, Present and Future of International Business and Management, Advances in International Management (Vol. 23) (pp. 353–37), New York, NY: Emerald.

Kyriakidou, O. (2012). Gender, management and leadership. Equality, Diversity and Inclusion: An International Journal, 31(1), 4-9. Masood, T. (2013, December 31). Pakistan’s leadership deficit. The Express Tribune. Retrieved from: http://tribune.com.pk/story/653004/pakistans-leadership-deficit/ (accessed August 25, 2015).

Mendenhall, M.E., Reiche, B.S., Bird, A., & Osland, J.S. (2012). Defining the “global” in global leadership. Journal of World Business, 47, 493-503.

Peus, C., Braun, S., & Knipfer, K. (2015). On becoming a leader in Asia and America: Empirical evidence from women managers. Leadership Quarterly, 26, 55-67.

Pio, E., & Syed, J. (2013). Guest Editorial: our bodies, our minds, our men: Working South Asian women. Gender in Management, 28(3), 140-150.

Pio, E. & Syed, J. (2014). Sacred activism through seva and khidmat: Contextualising management and organisations in South Asia. Journal of Management & Organization, 20(5), 1–15.

Power, C. (2011). India’s leading exports: CEOs. Time, 7(November), pp. B1-B4.

Scandura, T., & Dorfman, P. (2004). Leadership research in an international and cross-cultural context. Leadership Quarterly, 15(2), 277-307.

Schuh, S. C., Hernandez Bark, A.S., Van Quaquebeke, N., Hossiep, R., Frieg, P., & Van Dick, R. (2014). Gender differences in leadership role occupancy: The mediating role of power motivation. Journal of Business Ethics, 120(3), 363-379.

Shields, S. A. (2008). Gender- an intersectionality perspective. Sex Roles, 59, 301.

Spisak, B.R., Grabo, A.E., Arvey, R.D., & van Vugt, M. (2014). The age of exploration and exploitation: Younger-looking leaders endorsed for change and older-looking leaders endorsed for stability. Leadership Quarterly, 25, 805-816.

Steers, R.M., Sanchez-Runde, C., & Nardon, L. (2012). Leadership in a global context: New directions in research and theory development. Journal of World Business, 47, 479-482.

Stinchombe, A. (2002). New sociological microfoundations for organizational theory: a postscript. In M. Lounsbury & M. Ventresca (Eds.). Research in sociology of organizations: social structures and organizations revisited. Oxford: JAI Press.

Syed, J. & Murray, P. (2008). A cultural feminist approach towards managing diversity in top management teams. Equality, Diversity and Inclusion, 27(5), 413-432.

The Wall Street Journal. (2015). China readies US$ 46 billion for Pakistan trade route. Available at http://www.wsj.com/articles/china-to-unveil-billions-of-dollars-in-pakistan-investment-1429214705 Last accessed Aug 28, 2015.

Vinkenburg, C. J., van Engen, M. L., Eagly, A. H., & Johannesen-Schmidt, M. C. (2011). An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women’s promotion? The Leadership Quarterly, 22, 10-21.

Youssef, C.M., & Luthans, F. (2012). Positive global leadership. Journal of World Business, 47, 539-547.

Dr. Munoz is discussing with a major academic publisher to edit a book titled “Geopolitics of Technology: Concepts and Cases." Gathering academics, scholars, and thought leaders from around the world to provide their perspectives on the geopolitics of technology.

This book project is very relevant to the AIB community for the following reasons:

  • it will take on a global theme
  • it underscores the importance of technology in today’s global business environment
  • it promotes the collaboration of scholars across countries
  • it provides an opportunity for scholars and researchers to showcase their work to a global audience
  • it helps advance the understanding of the challenges and opportunities relating to the geopolitics of technology

The convergence of geopolitics and technology is reshaping organizations and impacting economies worldwide. Drawing from contributors from different countries, the book aims to be a key resource on the geopolitics of technology. The intended audience will be academics, corporate leaders, entrepreneurs, government leaders, consultants and policy makers worldwide.

Potential chapter topics are shown below:                        

Introduction

  • Understanding the Geopolitics of Technology - The introduction chapter will define the term geopolitics of technology and will discuss key factors affecting it. It will highlight the contemporary geopolitical and technology landscape and will feature statistics and research literature. Overview of the current challenges and opportunities will be discussed. The book structure and content will be presented.

Asia-Pacific

  • Technology Geopolitics: China - The chapter will shed light on the contemporary technology geopolitics in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered. 
  • Technology Geopolitics: India - The chapter will shed light on the contemporary technology geopolitics in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.
  • Technology Geopolitics: Australia and New Zealand - The chapter will shed light on the contemporary technology geopolitics in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.
  • Technology Geopolitics: Japan - The chapter will shed light on the contemporary technology geopolitics in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.

North America

  • Technology Geopolitics: USA - The chapter will shed light on the contemporary technology geopolitics in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.
  • Technology Geopolitics: Canada - The chapter will shed light on the contemporary technology geopolitics in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.

Europe

  • Technology Geopolitics: UK - The chapter will shed light on the contemporary technology geopolitics in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.
  • Technology Geopolitics: Germany - The chapter will shed light on the contemporary technology geopolitics in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.
  • Technology Geopolitics: Russia - The chapter will shed light on the contemporary geopolitics of technology in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.
  • Technology Geopolitics: France - The chapter will shed light on the contemporary technology geopolitics in the country and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.

Latin America

  • Technology Geopolitics: Latin America or a country in Latin America - The chapter will shed light on the contemporary technology geopolitics in Latin America or a country in Latin America and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.

Middle East and Africa

  • Technology Geopolitics: Middle East or a country in the Middle East - The chapter will shed light on the contemporary technology geopolitics in the Middle East or a country in the Middle East and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.
  • Technology Geopolitics: Africa or a country in Africa - The chapter will shed light on the contemporary technology geopolitics in Africa or a country in Africa and its implications. Research will be discussed along with relevant examples. Key considerations and recommendations will be offered.

Conclusion

  • Geopolitics of Technology: Implications and Future Considerations - The chapter will highlight key considerations and the future implications relating to the practice of geopolitics of technology. 

Proposals on topics outside of the above list will be accepted. The list of countries mentioned above are just suggestions. There are several other countries not mentioned above that play a large and important role in the geopolitics of technology. Also, there are many other factors, angles and issues relating to technology geopolitics that need to be explored and considered in its practice. New ideas are welcome. The book structure may change depending on the accepted chapter contributions. A review team will assist in determining the best structure and chapter contributions for the book. 

Chapter contributors will have over a year to complete their chapters. Final chapter due date will be May 15, 2026. 

If interested in contributing a chapter, kindly submit the following via email to jmunoz@millikin.edu in one MS Word file on or before August 15, 2024:

  • Proposed title from the list of chapters above or an alternative topic
  • 3 sentence abstract
  • 3 sentence bio of chapter contributor(s)

Globalization affects people, organizations, nations, and regions. It exerts strong impacts on the driving forces and business landscape, creating and changing strategic opportunities and pressures for economic development, growth, employment, and sustainability. East Central Europe (ECE), the Baltics, and Russia play an increasingly important role in the European region both as emerging markets and competitive players. In contrast to Western European nations and business entities, ECE, the Baltics, and Russia receive more limited and sporadic coverage in business literature. The changing dynamics in the European region and beyond, the unfolding political-economic challenges across the European Union, as well as the rising global power of emerging economic powers such as Brazil, China, India, Russia, and others require knowledge, skills, and methodological platforms inducing strategies and operations in the new and ever changing business landscape. In turn, this facilitates the need for strategic competitive analysis on the national, regional, and company levels. The proposed book strives to contribute to the body of knowledge addressing and connecting these issues into the integrative comparative regional context.

Mission
This book will present a comparative, competitive geo-regional cross-country analysis of ECE, the Baltics, and Russia: implications for international business.

Objectives
o Analyze regional and national business competitiveness of ECE, the Baltics (two emerging European regions) and Russia (a major strategic player in the Commonwealth of Independent States - CIS).
o Contrast and compare ECE, the Baltics, and Russia in geo-regional and national strategic competitive context.
o Explore key strategic strengths, core competencies, weaknesses in a comparative strategic context.
o Identify key business trends, drivers, and dynamics on the national level across ECE, the Baltics, and Russia.
o Examine patterns and trends in regional trade and foreign investment.

Scholarly Value, Potential Contribution/Impact, and Purpose Increasingly powerful forces of globalization sharpen global and geo-regional business competitiveness and political-economic interdependence. They critically impact socio-economic development, job creation, and other strategic priorities at the regional, national, and company levels. The proposed book explores scholarly frontiers and applications in a strategic business study of emerging European regions: ECE, Baltics, and Russia. The book discusses subject issues in a comparative integrative perspective.

Target Audience
This book is designated for scholars, professionals, managers, government agencies, universities, think tanks,  and other individuals, organizations, and institutions interested in a deeper understanding of the geo-regional strategic business dynamics and landscape involving ECE, the Baltics, and Russia. More specifically, the book explores political-economic environment and competitiveness, and provides insights on attractiveness, strategic benefits, costs, and risks of doing business in these regions of Europe in a comparative context.

Recommended topics include, but are not limited to, the following:
1. GLOBALIZATION, SOCIO-ECONOMIC DEVELOPMENT, AND COMPETITIVENESS: GLOBAL CONCEPTS, TRENDS, DRIVERS, DYNAMICS, AND GEO-REGIONAL IMPLICATIONS o Competitiveness in the context of globalization o Implications of competitiveness in the regional context: ECE, Baltics, Russia

2. SOCIO-ECONOMIC DEVELOPMENT AND COMPETITIVENESS:  REGIONAL VIEW o Regional potential for socio-economic development, core competencies, and competitive advantages and disadvantages in the global and geo-regional context o Regional trends, drivers, and dynamics in socio-economic development and
competitiveness: comparative view (competing/comparator geo-regions)

--> EAST CENTRAL EUROPEAN (ECE) REGION
-->BALTIC REGION
-->RUSSIA

3. SOCIO-ECONOMIC DEVELOPMENT AND COMPETITIVENESS:  NATIONAL VIEW (list of countries -tentative) Suggested issues to be covered for each country:
National potential for socio-economic development, core competencies, and competitive advantages and disadvantages in the regional context a. Key global business rankings (competitiveness cost of doing business, trade, FDI, risks, etc.) b. Trends, drivers, and dynamics in socio-economic development and competitiveness: comparative view c. Key economic sectors/industries, their dynamics, current state, and future outlook d.
Environment, climate, profile, and patterns in international business (trade, FDI) e. Competitive SWOT analysis (Strengths, Weakness, Opportunities, Threats) f. Best corporate practices in competitiveness .
Domestic forms . Foreign-based/international firms g. Cases/other materials illustrating best practices and lessons in business competitiveness and developments h. Main country-specific sources of information and consulting assistance in doing business (domestic government, international organizations, foreign government, non-profit organizations and think tanks, private consultancies)

EAST CENTRAL EUROPE
o Bulgaria
o Czech Republic
o Poland
o Hungary
o Romania
o Ukraine

BALTIC COUNTRIES
o Estonia
o Latvia
o Lithuania

RUSSIA
o Countrywide
o Leading economic regions

Submission Procedure and Format
Contributors are invited to submit on or before April 30, 2013, a 2-3 page chapter proposal clearly explaining the mission, priorities, structure, and format of his/her proposed chapter. Authors of accepted proposals will be notified by May 15, 2013 about the status of their proposals and sent chapter guidelines. Full chapters (written in English under American Psychological Association style, approximately 8,000 words each) are expected to be submitted by August 30, 2013. All submitted chapters are subject to double blind reviews. Contributors may also be requested to serve as reviewers for this project.

Publisher
This book
(http://www.igi-global.com/publish/call-for-papers/call-details/884) is scheduled to be published by IGI Global (formerly Idea Group Inc.), publisher of the "Information Science Reference" (formerly Idea Group Reference), "Medical Information Science Reference," and "IGI Publishing"
imprints. For additional information regarding the publisher, please visit www.igi-global.com<http://www.igi-global.com>. This publication is anticipated to be released in 2014.

Important Deadlines:
Chapter proposal submission: on or before April 30, 2013 Chapter proposal acceptance notification: May 15, 2013 Full chapter submission: August 30,
2013 Review Process: August 30 - October 15, 2013 Review Results to Authors:
October 30, 2013 Revised Chapter Submission: November 30, 2013 Final Acceptance Notifications: December 30, 2013 Submission of Final Chapters:
January 15, 2014 Book publication: 2014 Inquiries and submissions can be forwarded electronically (Word document):

Dr. Anatoly Zhuplev
Professor. International Business and Entrepreneurship
Hilton Center for Business Loyola Marymount University
1 LMU Drive, MS 8385
Los Angeles, California 90045-2659
U.S.A.

E: azhuplev@lmu.edu<mailto:azhuplev@lmu.edu>    Tel: 310. 338 7414  Fax:
310. 338 3000
http://cba.lmu.edu/facultyresearch/facultylist/zhuplev.htm

School of Public Policy Assistant Professor The George Mason University, School of Public Policy seeks to hire a tenure-track Assistant Professor in the area of the international business and policy. The ideal candidate would be conducting research and teaching in some of the following areas: business-government interfaces, including host-government policy; international corporate strategy and strategic management; corporate security and liability; corporate governance; varieties of capitalism; and the global governance of multinational enterprises. The candidate also needs experience or interest in international business development and outreach. Review of applications will begin immediately with a final deadline of January 1, 2010. Online faculty application required at http://jobs.gmu.edu for position number F7654z. Hard copy or electronic application materials (e.g., CV, cover letter, recommendation, etc.)accepted; mail hard copy application materials to: Kenneth Reinert, Committee Chair, School of Public Policy, 3401 Fairfax Drive, MSN 3B1, Arlington, VA 22201. AA/EOE

The George Mason University, School of Management invites applications and nominations for a tenured position to enhance its research and instructional footprint in the area of global business. Candidates with an earned doctorate in any business discipline or a closely related field are eligible, as long as their research portfolio aligns with global business in a substantive way. The successful candidate will also support the development of a center of excellence in global business. Rank is at the Associate or Full Professor level. Salary and teaching load are competitive.

The successful candidate will be expected to:

  • Teach appropriate courses at both the undergraduate and graduate levels;
  • Provide academic leadership by publishing in high-quality journals and working with colleagues within the school and across the university to advance curriculum and research on global issues;
  • Actively support the school's and university's mission to further enhance Mason's international standing and visibility;
  • Serve on school and university committees, and actively participate in the life of the school and university; and
  • Provide external leadership in engaging the business community and seeking funding sources to support global business studies.

The School of Management is fully accredited by AACSB-International and has over 4,000 students in its undergraduate, MBA, EMBA, and technology management programs. Students are culturally diverse with over 40 percent speaking more than one language and representing over 200 countries.

George Mason University is an innovative, entrepreneurial institution with national distinction in a range of academic fields. Students are currently studying in 168 degree programs across the university's three campuses. Enrollment is over 32,000, with 5,000 students living on the main campus in Fairfax, Va. In 2011, Mason was ranked fifth on the U.S. News & World Report list of "Up-and-coming National Universities.”

The Washington, D.C., region is both a world political center, and an economic and technological center. It houses a high concentration of information technology, telecommunications and biotechnology companies; world-class arts communities; and is close to extensive park and recreational areas including the Shenandoah National Park, Blue Ridge Mountains, Eastern Shore and Atlantic coast.

Special Instructions to Applicants: Applicants must apply online for position number F9330z at http://jobs.gmu.edu where you will be asked to attach your letter of interest and curriculum vitae. Questions regarding technical aspects of the application process should be directed to Basma Ishak at 703-993-1770. Review of applications will begin November 2, 2010, and will continue on a rolling basis until the position is filled.

George Mason University in Fairfax, Virginia, seeks nominations for and expressions of interest in the position of President of Mason’s branch campus in the Songdo district of Incheon City, South Korea, the first free economic zone in Korea.

As one of four universities from around the world operating out of the new 73-acre Incheon Global Campus (IGC), Mason Korea offers bachelor degrees in Economics, Management, and Global Affairs, with additional bachelor’s and master’s degrees planned in the future. Undergraduate degree candidates spend three years at IGC and one year on George Mason University’s Fairfax campus. They will be joined by annual contingents of the current Fairfax Campus (and possibly other international) students who choose to spend a semester in South Korea. Mason Korea benefits from the extraordinary support from and partnership with the South Korean government, the Incheon Global Campus Foundation, and the Incheon Free Economic Zone Authority which have invested significant financial and government resources in the campus. George Mason University’s enterprising spirit, commitment to innovation and global mission are aligned with South Korea’s vision for the IGC which is to create an educational hub in Northeast Asia for universities and research institutions to produce the next generation of world leaders and contribute to the advancement of academia and society worldwide. After five years of planning and development, Mason Korea enrolled its first students in the spring of 2014. George Mason’s leadership and faculty are committed to seeing Mason Korea established as a strategic gateway for the university in Northern Asia and as a key component of its Global Learning Platform as articulated in the University’s new ten-year strategic plan.

The University expects an intense period of growth and development under the visionary and entrepreneurial leadership of a new President. More information about George Mason University and Mason Korea may be found at www.gmu.edu and http://masonkorea.gmu.edu/. Inquiries, nominations, and applications are invited.

Review of applications will begin immediately and will continue until the position is filled; for fullest consideration, applicant materials should be received as soon as possible. Candidates should provide a curriculum vitae, a letter of application that addresses the responsibilities and requirements described in the Leadership Statement, and the names and contact information of five references. References will not be contacted without prior knowledge and approval of candidates. These materials should be sent electronically via e-mail to MasonKoreaPresident@wittkieffer.com. Expressions of interest, nominations, or inquiries should be sent to Mason Korea’s search partners, Witt/Kieffer and CCentric, at MasonKoreaPresident@wittkieffer.com. Electronic submissions are required. The position is open until filled.

George Mason University is an equal opportunity employer encouraging diversity


GEORGIA STATE UNIVERSITY invites applications for multiple tenure track faculty positions (rank open and we expect to hire at the assistant, associate and/or full professor levels) effective fall semester 2011. These positions require an earned doctorate from an AACSB-accredited institution or similarly accredited international institution. Successful applicants will have strong research and teaching capabilities in international business and related areas. Candidates at the assistant professor level should demonstrate a high potential for publications in the leading scholarly journals. Candidates at the associate and full professor levels should have an excellent research and teaching record primarily in international business including a strong and current publication record in the leading scholarly journals, an international reputation, and a demonstrated ability to develop and work with others in defining and conducting meaningful research and mentoring junior faculty. Exceptional candidates who are eminent scholars with international reputations may also be considered for appointment to a chair or professorship. These positions will enhance the research capability of the Institute of International Business (IIB) which was recently designated as a national resource center in international business (CIBER) by the U.S. Department of Education. Senior scholars hired for these positions will play leadership roles in the IIB and in our newly established CIBER. Although the interests and activities of IIB and our CIBER are broad, and each of these scholars will bring a different combination of strengths to the portfolio we are seeking to enhance with these hires, one senior position is designated for a China Business Scholar. Partially funded by the University’s Second Century Initiative, this position will further strengthen the interdisciplinary focus on Chinese studies at Georgia State University.

Georgia State University has been recognized as one of the most diverse campuses in the nation with a student body representing more than 120 countries. The Robinson College of Business is located in the heart of a vibrant, dynamic international community which includes a growing number of US and foreign firms’ headquarters, a strong consular corps and many other government agencies. As a business school, the Robinson College boasts an enrollment of over 8,000 students, making it one of the largest in the country. The Institute of International Business has a diverse, collegial faculty. The Institute interacts frequently with other academic departments for multidisciplinary teaching, research and executive education activities.

The Institute is a degree-granting unit of Robinson College, offering core and elective courses at the undergraduate and graduate level, a major in the College’s highly-ranked MBA program and a Master’s of International Business. The Institute is also a primary contributor in the College’s Global Partners MBA Program. The Institute oversees extensive outreach activity, including the Center for Global Business Leadership, the Global Business Leaders Roundtable, mentor programs, many study abroad programs, third-party grant activity, and international institutional partners. Additional information about the Institute is available at www.iib.gsu.edu

Salaries are competitive. The positions are contingent upon final budget approval by the University. Send nominations and applications including curriculum vitae, recent papers and evidence of classroom performance to the Institute of International Business, at iibrecruiting2011@gsu.edu or IIB, Robinson College of Business, Georgia State University, P.O. Box 3989, Atlanta, GA 30302-3989. Preference may be given to applications received by November 30, 2010, but positions will remain open until filled.

Georgia State University, a unit of the University System of Georgia, is an equal opportunity educational institution and affirmative action employer
 

The Department of International Business (School of Business) at the George Washington University invites applications for a tenure track position in International Business beginning academic year 2011-2012.

JOB DESCRIPTION AND QUALIFICATIONS
We are seeking applicants to teach a range of International Business (IB) courses in our undergraduate, MBA, and doctoral programs, as well as conduct high-quality IB research in the areas of international strategy and management.

Basic Qualifications: Applicants must complete all degree requirements for a doctorate by August 15, 2011 to be appointed at a rank of Assistant Professor. ABDs will be considered, and if hired, will initially receive a conditional appointment at the rank of Instructor, but the doctorate must be completed by the end of the first academic year of appointment. Applicants must have a demonstrated commitment and ability/potential to conduct high-quality scholarly research publishable in top outlets on topics important to international business, international economics or international finance, as evidenced by publications in scholarly journals or scholarly works-in-progress or recommendations by respected scholars as research references. Applicants must also demonstrate teaching excellence as indicated by teaching letters of recommendation or teaching assessments. Successful applicants will have an ability and desire to work effectively with a diverse community, as well as excellent communication skills. The George Washington University and the IB Department seek to attract an active, culturally and academically diverse faculty of the highest caliber.

THE DEPARTMENT AND UNIVERSITY
The GW IB department is one of the few freestanding IB departments in the US, with 15 full time faculty members. US News and World Report ranked GW's Undergraduate program in International Business in the top 10 in 2010. In their 2010 rankings of full-time MBA programs, the Financial Times ranked George Washington University as one of the top 5 schools in the field of International Business. GW also hosts a Center for International Business Education and Research (CIBER), providing extensive resources for international business research, teaching, and outreach on our campus and beyond.

Our location in the heart of the nation's capital, across the street from the World Bank and International Monetary Fund, offers distinctive advantages for both students who wish to gain practical experience and faculty who wish to conduct academic research that has global implications. Please visit the department website at www.ibusdept.com for additional information.

APPLICATION PROCEDURES

  • In order to be considered, applicants must submit the following:
  • Cover letter indicating interest in the open faculty position in IB.
  • Curriculum Vita
  • Research samples such as articles or working papers
  • Evidence of teaching effectiveness
  • A list of teaching interests.  Please consult GW’s current IB course offerings to identify specific courses you would like to teach; additionally, we encourage you to briefly describe any courses that you would like to offer beyond the department’s current offerings.)
  • Names and contact information of three references. 

Packets should be either emailed to ibu10gw@gmail.com (include “Faculty position” in the subject line) or sent in hard copy to Professor Anu Phene at the following address:

Anu Phene
Associate Professor of International Business
Chair, Recruitment Search Committee
Department of International Business School of Business
The George Washington University
2201 G Street N.W./Funger Hall 401
Washington, DC 20052

Review of applications will begin November 29, 2010, and continue until the position is filled. Only complete applications will be considered.

THE GEORGE WASHINGTON UNIVERSITY IS AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION EMPLOYER.

The Department of International Business in the School of Business at the George Washington University invites applications for an Associate or Full Professor in International Business, to begin Fall 2013. We encourage applications from individuals who have a strong commitment to scholarly research and teaching excellence.

Basic Qualifications: Applicants must have a Ph.D., an internationally recognized record of research and scholarship including publications on international business topics in top academic journals, with publication expectations commensurate with the applicant’s experience. Applicants must also show demonstrated teaching excellence as indicated by teaching assessments or letters of recommendation.

Rank will be commensurate with the qualifications. Salary and benefits are competitive. The George Washington University and the IB Department seek to attract an active, culturally- and academically-diverse faculty of the highest caliber.

The Department and the University: The GW IB department is one of the few freestanding IB departments in the US, with 18 full time faculty members.  In 2012, both US News and World Report and Bloomberg Businessweek  ranked GW's undergraduate program in International Business in the top 10.  In their 2010 rankings of full-time MBA programs, the Financial Times ranked George Washington University as one of the top five schools in the field of International Business.  GW also boasts a Center for International Business Education and Research (CIBER), providing resources for international business research, teaching, and outreach on our campus and beyond.

Our location in the heart of the nation's capital, across the street from the World Bank and International Monetary Fund, offers distinctive advantages for both students who wish to gain practical experience and faculty who wish to conduct academic research that has global implications.  Please visit the department website at www.ibusdept.com/ for additional information. 

Application Procedure: To be considered, applicants must complete the online faculty application for posting 12928 at http://www.gwu.jobs/postings/12928 and upload a letter of application that identifies the field(s) and rank of interest, resume, statements covering their teaching and research records, representative examples of research and summary teaching evaluations. Only complete applications will be considered.

Review of applications will begin March 4, 2013, and continue until the position is filled. 

The George Washington University is an Equal Opportunity/Affirmative Action Employer.

Georgetown University’s McDonough School of Business in pleased to invite applications for the McCrane-Shaker Chair of International Business. After more than 20 years of distinguished service, Professor Johny Johansson will retire from this position in Spring of 2013. The School seeks applications from candidates with an exceptional research and teaching record in any area of International Business. The McCrane-Shaker Chair may be located in any of the School’s six areas: Accounting, Finance, Operations and Information Management, Marketing, Management, and Strategy, Economics, Ethics, and Public Policy. The appointee is expected to play a strong leadership role in the intellectual life of the School, including maintaining an active high quality research agenda and mentoring junior faculty. Appointment will be at the rank of Full Professor. Applicants should send their information to msbfacrecruiting@georgetown.edu.

The McDonough School of Business is pleased to announce the availability of a tenure-track position in the area of International Business Environment (IBE). IBE faculty members focus, in their teaching and scholarship, on the economic, legal, political, and social context of international business. IBE is a sub-area within the strategy group at the McDonough School.

We seek candidates who focus on the ‘environmental’ context of international trade or international finance/investment. Candidates with earned doctorates in International Business, International Affairs, International Political Economy, Political Science, Economics, or Sociology are welcome to apply. Our ideal candidate will have a completed doctorate, expertise in one or more emerging market nations, and at least several years of teaching experience. The rank for the position will be assistant professor or (in an exceptional case) associate professor without tenure. The compensation and teaching package will be very competitive.

Please address inquires to the Strategy Recruiting Committee, McDonough School of Business, Georgetown University, Washington, D.C. 20057 MSBFacultyRecruiting@msb.edu. You need only submit a cover letter and a copy of your vita to initiate an application. Applicants applying before 15 December 2009 will receive first attention, but we will accept applications until the position is filled. Georgetown University is an equal opportunity employer.

Georgetown University’s McDonough School of Business invites applications for a tenure-track position in its Strategy, Economics, Ethics, and Public Policy Area. The Strategy, Economics, Ethics, and Public Policy Area includes individuals whose primary research and teaching interests lie in economics, international business, international political economy, and strategy. The area is collegial and multi-disciplinary, with several members crossing disciplinary boundaries in research and teaching.

The position is open to scholars interested in conducting applied, international research. It is our expectation that the successful candidate will be someone whose scholarship addresses either firm behavior in the global economy or how global political and economic institutions and processes affect firms. We especially encourage applicants whose work has appeared or will appear in leading scholarly outlets. The position is an open rank position.

Georgetown University prides itself on the teaching excellence of its faculty and the successful applicant will be someone who has either demonstrated teaching ability or has the aptitude for teaching excellence. We encourage applicants to apply via Interfolio at http://apply.interfolio.com/69413.

* Junior applicants should submit: (1) a cover letter; (2) a curriculum vita; (3) up to two articles/working papers including the job market paper; (4) teaching evaluations; and (5) up to three letters of recommendation.

*Senior applicants should submit (1) a cover letter and (2) a curriculum vita. (All inquiries will be held in confidence until a time mutually agreed upon.)

We will begin consideration of applications and nominations on 1 November 2019, but will accept inquires until the position is filled.

ABOUT THE MCDONOUGH SCHOOL OF BUSINESS Located in Washington, D.C., Georgetown University’s McDonough School of Business offers unparalleled access to the world’s business, policy, and thought leaders. The school, which attracts faculty and students from around the world, is committed to developing principled leaders capable of making complex business decisions in a global environment and who are dedicated to serving both business and society. Georgetown McDonough offers undergraduate, MBA, Executive MBA, and specialized programs. More information can be found here.

ABOUT GEORGETOWN UNIVERSITY Georgetown University is one of the world’s leading academic and research institutions, offering a unique educational experience that prepares the next generation of global citizens to lead and make a difference in the world. We are a vibrant community of exceptional students, faculty, alumni and professionals dedicated to real-world applications of our research, scholarship, faith and service. Established in 1789, Georgetown is the nation’s oldest Catholic and Jesuit university. Drawing upon the 450-year-old legacy of Jesuit education, we provide students with a world-class learning experience focused on educating the whole person through exposure to different faiths, cultures and beliefs. More information can be found here. Georgetown University is an Equal Opportunity/Affirmative Action Employer fully dedicated to achieving a diverse faculty and staff.

All qualified applicants are encouraged to apply and will receive consideration for employment without regard to race, color, religion, national origin, age, sex (including pregnancy, gender identity and expression, and sexual orientation), disability status, protected veteran status, or any other characteristic protected by law.

Dean, Georgetown University in Qatar

Georgetown University invites inquiries, nominations and applications for the position of dean of Georgetown University in Qatar (GU-Q). This is an extraordinary position for a dean who will have the opportunity to shape an emerging institution within a major global research university. The dean is responsible for all aspects of GU-Q including intellectual and academic and administrative leadership for Georgetown's flagship program in Doha, the Bachelor of Science in Foreign Service (B.S.F.S), and other programs. With the support of an experienced and professional staff, the dean oversees faculty and academic and administrative units including Academic Affairs, Academic Services, Center for International & Regional Studies, Communications, Executive and Professional Education, Facilities Management, Finance, Human Resources, Information Technology, Library and Student Development. Externally, the dean of GU-Q is the chief representative of and spokesperson for GU-Q. The dean interacts on a regular basis with the Qatar Foundation, with other partner universities in Doha's Education City, and with local government officials. The dean also represents Georgetown University throughout the region.

The ideal candidate will have substantial leadership experience as a faculty member with an outstanding record of research and teaching, and/or experience in international affairs, with stature and recognition as a leader in the global arena. Deep familiarity with the US academic system is desired. The dean will also have the experience and skills to represent Georgetown University in Qatar and the Gulf region. Familiarity with the culture, opportunities and challenges both of the region and of Georgetown would be highly desirable. Initial screening of applicants will begin immediately and continue until the position is filled. Georgetown University will be assisted by Maliha Jilani, Jackie Zavitz, Kaley Palanjian and Bilal El Hanouni of Heidrick & Struggles, Inc.

Nominations and applications should be directed to: GUQatarDean@heidrick.com

Georgetown University in Qatar (GU-Q) is an Equal Employment Opportunity/ Affirmative Action (EEO/AA) employer fully dedicated to achieving a diverse faculty and staff. All qualified applicants are encouraged to apply and will receive consideration for employment without regard to race, color, religion, national origin, age, sex (including pregnancy, gender identity and expression, and sexual orientation), disability status, protected veteran status, or any other characteristic protected by law.

Georgia College, the state's only designated public liberal arts university, invites inquiries, nominations, and applications for the position of Dean of the J. Whitney Bunting College of Business (CoB).

The CoB enrolls more than 1,400 BBA majors, 225 BS majors, and 200 graduate students. The CoB offers undergraduate majors in Accounting, Computer Science, Economics, Management, Management Information Systems, and Marketing. In addition to the MBA, the CoB offers specialty master’s degrees in Logistics, Management Information Systems, and Accountancy. The College is accredited by AACSB and the Computer Science program is accredited by ABET. The CoB has 45 tenured/tenure-track faculty members, ten permanent lecturers, and a staff of eight. For more information about the CoB visit: https://www.gcsu.edu/business

Georgia College is a member institution of the University System of Georgia and serves as the state's designated public liberal arts university. Georgia College is regionally accredited by SACSCOC, and is a member of the Council of Public Liberal Arts Colleges (COPLAC). Georgia College enrolls approximately 6,900 undergraduate and graduate students and is prominently ranked in a number of leading publications. Georgia College has a number of high rankings including US News and World Report Top 10 in “Top Public Schools in the South” and Kiplinger’s “Best College Value.” The Dean will serve as the chief academic and administrative officer of the College responsible and accountable for the strategic and academic direction of its operations.

The Dean has primary responsibility for the leadership of the College, the well-being and development of the College, its faculty and staff, its students, its courses of study and other activities. The Dean will be an experienced leader, knowledgeable about every aspect of the College’s operations, and committed to transparency, shared governance, and collaborative leadership. The Dean should be experienced in external resource generation through industry partnerships, alumni engagement, development, and fundraising. The preferred candidate will have an earned Ph.D. in an appropriate field and demonstrated successful experience in academic administration within an accredited business school. Qualified applicants should have evidence of scholarly and professional achievement that merits a tenured faculty appointment at the rank of professor within the college. The Dean should be experienced in external resource generation through industry partnerships, alumni engagement, development, and fundraising. Furthermore, the incoming Dean will be expected to collaborate with the institution to help develop and promote entrepreneurial activity, innovation, and accountability.

Inquiries, nominations, and applications should be directed via e-mail to the University's consultants, Ann Yates and Jessica Herrington at GCSU-DeanCOB@wittkieffer.com. Candidates should provide a curriculum vitae and a letter of application that addresses the responsibilities and requirements described in the Leadership Profile, available at www.wittkieffer.com. All inquiries will be treated in confidence. For fullest consideration, applicant materials should be received by September 15, 2019.

Georgia College is committed to the fundamental principle of equal opportunity and equal treatment for every prospective and current employee and strives to create a campus environment which understands, fosters, and embraces the value of diversity. No person shall, on the grounds of race, color, sex, sexual orientation, religion, national origin, age, disability, veteran status, or genetic information, be excluded from employment or participation in, be denied the benefits of, or otherwise be subjected to discrimination, under any program or activity conducted by Georgia College.

The Strategic Management area at Georgia Tech’s Scheller College of Business in Atlanta, Georgia seeks qualified applicants for one tenure-track appointment at the rank of assistant professor commencing in fall semester 2015 which begins in mid-August, in the following areas:  (1) strategic management and/or (2) entrepreneurship.  The minimum requirements are: a Ph.D. in those disciplines and/or related areas (candidates must have their Ph.D. completed no later than May 31, 2015), outstanding research, demonstrated ability to teach at the undergraduate and/or graduate level, and excellent recommendations. We seek research-active individuals who address interesting and important real-world phenomena using a theoretical lens grounded in economics or sociology, and rigorous empirical methods. A competitive salary will be offered, with an expected teaching load of three(3-semester hours each) courses per year.

To be assured full consideration, please send the following documents electronically to

recruit-strategy@scheller.gatech.edu by October 31, 2014.

  1. A cover letter and vita indicating your education, relevant experience, research publications and research interests.
  2. Three letters of recommendation with your name in the filename (e.g., “Smith, Jane – Letter of Recommendation 1.pdf”). Please make sure that your name also appears in the body of the letter of recommendation.
  3. Two (2) samples of your research; either research papers and/or your dissertation proposal; with your name in the file name (e.g., “Smith, Jane – Research Sample 1.pdf”).  Please make sure that your name also appears on the title page of the research sample.

*Packages sent by mail will not be accepted. All documents must be in Microsoft Word or Adobe PDF format.

As part of our recruiting process, we seek to obtain statistical information on our applicants. Upon receipt of the application and associated documents, the form to be completed will be emailed to each applicant.

About Georgia Tech: Georgia Tech’s Scheller College is a top-tier business school. The Princeton Review ranks the Scheller MBA classroom experience 7th out of almost 300 business schools. The MBA program is ranked 23rd in BusinessWeek and 27th in U.S. News & World Report (24th for the Evening MBA). In 2012, the College announced a $50 million naming gift from Ernest Scheller, Jr., and received an additional $20 million in gifts and commitments from other donors as part of a dollar-for-dollar challenge match.

The Georgia Institute of Technology (http://www.gatech.edu) is one of the nation’s top research universities, distinguished by its commitment to improving the human condition through advanced science and technology.  Georgia Tech’s campus occupies 400 acres in the heart of the city of Atlanta, where more than 17,000 undergraduate and graduate students receive a focused, technologically based education. Georgia Tech consistently ranks among U.S. News & World Report's top ten public universities in the United States.  In a world that increasingly turns to technology for solutions, Georgia Tech is using innovative teaching and advanced research to define the technological university of the 21st century.  Atlanta is the 9th largest metropolitan area in the U.S. and serves as a cultural and economic hub for the Southeast region.

Georgia Tech is an equal opportunity/affirmative action employer, which values diversity.

Faculty Position in Organizational Behavior

Scheller College of Business

Georgia Institute of Technology

The Organizational Behavior Area in the Scheller College of Business at the Georgia Institute of Technology in Atlanta, Georgia is seeking candidates for one tenure-track faculty positions at the rank of Assistant Professor beginning fall semester 2015. The minimum qualifications for this  vacancy requires that candidates possess a PhD in Organizational Behavior or an associated discipline, a clear record of excellent scholarly research and demonstrated expertise in the field, as well as teaching undergraduates/graduate students within the Organizational Behavior or Human Resource Management areas. Salary and a teaching load of three courses at three semester hours per year are competitive with leading research universities, with opportunities for involvement in executive programs.

Our undergraduate program has approximately 1,300 students.  Our MBA programs enroll about 225 students each year, while the Executive Masters programs enroll about 100 students each year.  The College’s Ph.D. program enrolls between 10 and 15 students each year and has approximately 50 students in residence.

The full-time MBA program is ranked 27th by U.S. News & World Report; 1st in Georgia and 10th among national public universities. The College is the home of the Cecil B. Day Program for Business Ethics, the Technology Innovation: Generating Economic Results (TI:GER), a U.S. Department of Education funded Center for International Business Education and Research (CIBER), and the Institute for Leadership and Entrepreneurship. The College hosts an annual Roundtable on Engineering Entrepreneurship Research, and an Impact Speakers Series featuring CEOs of technology companies. The College provides an intellectually stimulating research environment. Faculty members are active in research and publish in leading journals, books, monographs, and conference proceedings.

To apply, please email the following to recruit-org-behavior@scheller.gatech.edu:

  1. A cover letter and vita including education, research interests/publications, work experience and other relevant information
  2. One to three research papers
  3. Three letters of recommendation with your name in the file name (e.g., “Smith_John – Letter of Recommendation.pdf”). Please make sure that your name also appears in the body of the recommendation letter.

All electronic correspondence should be addressed to the Chair, Organizational Behavior, Recruiting Committee. Applications should be sent by August 1, 2014 and no later than September 1, 2014. All documents must be in Microsoft Word or Adobe PDF format. Packages sent by regular mail will not be accepted.

Attracting a diverse applicant pool is a critical part of recruitment. The form to complete will be sent to you upon receipt of your application.  Your participation is voluntary.

Georgia Tech is an equal opportunity/affirmative action employer.

The Strategic Management area at Georgia Tech’s College of Management seeks qualified applicants for a tenure-track or tenured appointment for fall 2011 in one of the following areas: (1) strategic management, (2) entrepreneurship, or (3) international business. A Ph.D. in those disciplines and or related area is required. We seek research-active individuals who address interesting and important real-world phenomena using a theoretical lens grounded in economics or sociology, and rigorous empirical methods. Expertise in econometrics and industrial organization is also desirable; an ability to teach PhD game theory will be a plus. Primary criteria for selecting candidates will be: outstanding research, demonstrated ability to teach at the undergraduate and graduate levels, and excellent recommendations. The faculty will begin reviewing applications January 24, 2011. To be assured full consideration, please send the following documents electronically to recruit-strategy@mgt.gatech.edu no later than January 24, 2011.

  1. A cover letter and vita indicating education, relevant experience, and research publications and interests.
  2. Three letters of recommendation with your name in the filename. 
  3. Two samples of your research (research papers and/or dissertation proposal) with your name in the file name.

 

Georgia Tech is an equal opportunity/affirmative action employer, which values diversity.

 

GEORGIA STATE UNIVERSITY invites applications for multiple tenure track faculty positions (rank open and we expect to hire at the senior assistant/associate and/or full professor levels) effective fall semester 2013. These positions require an earned doctorate from an AACSB-accredited institution or similarly accredited international institution. Successful applicants will have strong research and teaching capabilities in international business and related areas. Candidates at the assistant professor level should demonstrate a high potential for publications in the leading scholarly journals. Candidates at the associate and full professor levels should have an excellent research and teaching record primarily in international business including a strong and current publication record in the leading scholarly journals, an international reputation, and a demonstrated ability to develop and work with others in defining and conducting meaningful research and mentoring junior faculty. Exceptional candidates who are eminent scholars with international reputations may also be considered for appointment to a chair or professorship. These newpositions will enhance the research capability of the Institute of International Business (IIB) which is designated as a national resource center in international business (CIBER) by the U.S. Department of Education.

Georgia State University has been recognized as one of the most diverse campuses in the nation with a student body representing more than 120 countries.  The Robinson College of Business is located in the heart of a vibrant, dynamic international community which includes a growing number of US and foreign firms’ headquarters, a strong consular corps and many other government agencies.  As a business school, the Robinson College boasts an enrollment of over 8,000 students, making it one of the largest in the country.  The Institute of International Business has a diverse, collegial faculty.  The Institute interacts frequently with other academic departments for multidisciplinary teaching, research and executive education activities.

The Institute is a degree-granting unit of Robinson College, offering core and elective courses at the undergraduate and graduate level, a concentration in the College’s highly-ranked MBA program and a Master’s of International Business.  The Institute is also a primary contributor in the College’s Global Partners MBA Program.  The Institute oversees extensive outreach activity, including the mentors program, many study abroad programs, third-party grant activity, and international institutional partners. Additional information about the Institute is available at www.iib.gsu.edu

Salaries are competitive.  The positions are contingent upon final position and budget approval by the College and University.  Send nominations and applications including curriculum vitae, recent papers and evidence of classroom performance to the Institute of International Business, at iibrecruiting2012@gsu.edu  or IIB, Robinson College of Business, Georgia State University, P.O. Box 3989, Atlanta, GA 30302-3989.  Preference may be given to applications received by October 15, 2012, but positions will remain open until filled.

Professors Karen Loch and Daniel Bello will attend the AIB conference in Washington, DC.  

Georgia State University, a unit of the University System of Georgia, is an equal opportunity educational institution and affirmative action employer

Georgia State University invites applications for a tenure-track position in Chinese Business to join the faculty of Robinson College of Business. Partially funded by the University’s Second Century Initiative, this scholar will further strengthen the interdisciplinary focus on Chines studies at Georgia State University. This position will enhance the research capability of the Institute of International Business (IIB) which was recently designated as a national resource center in international business CIBER by the U.S. Department of Education. Rank is at associate or full professor with possibility of an endowed chair. The ideal candidate will be a critical and strategic addition to the College’s core international business faculty. In addition to conducting research and teaching courses on international business, this hire would provide intellectual leadership to China-focused research and publish in leading scholarly outlets.

The University’s Second Century Initiative (www.gsu.edu/secondcentury) is aimed to build nationally recognized scholaraly strength and critical mass around common research themes in order to enhance Georgia State University’s overall excellence, interdisciplinary richness, and competitiveness. It is designed to build upon the University’s strategic plan and unit action plans, with an emphasis on interdisciplinary collaboration. An expected outcome is the acceleration of collaborative faculty research to support the expansion of new knowledge, scholarship and research activities. The Chinese Business Position is part of a cluster hire on Chinese Studies proposed jointly by the College of Arts and Science and the Robinson College of Business, which also includes positions in Chinese language and Chinese political economy. These hires jointly strengthen the University’s interdisciplinary research, teaching, and outreach efforts in China-related programs with support from the Confucius Institute (www.gsu.edu/ci) and CIBER (www.gsu.edu/ciber/index.html).

Send nominations and applications including curriculum vitae, recent papers and evidence of classroom performance to the Institute of International Business, at iibrecruiting2011@gsu.edu, or IIB, Robinson College of Business, Georgia State University, P.O. Box 3989, Atlanta, GA 30302-3989. Preference may be given to applications received by December 15, 2011, but the position will remain open until filled.

Georgia State University invites applications for a tenure-track position in Chinese Business to join the faculty of Robinson College of Business. Partially funded by the University’s Second Century Initiative, this scholar will further strengthen the interdisciplinary focus on Chines studies at Georgia State University. This position will enhance the research capability of the Institute of International Business (IIB) which was recently designated as a national resource center in international business CIBER by the U.S. Department of Education. Rank is at associate or full professor with possibility of an endowed chair. The ideal candidate will be a critical and strategic addition to the College’s core international business faculty. In addition to conducting research and teaching courses on international business, this hire would provide intellectual leadership to China-focused research and publish in leading scholarly outlets.

The University’s Second Century Initiative (www.gsu.edu/secondcentury) is aimed to build nationally recognized scholaraly strength and critical mass around common research themes in order to enhance Georgia State University’s overall excellence, interdisciplinary richness, and competitiveness. It is designed to build upon the University’s strategic plan and unit action plans, with an emphasis on interdisciplinary collaboration. An expected outcome is the acceleration of collaborative faculty research to support the expansion of new knowledge, scholarship and research activities. The Chinese Business Position is part of a cluster hire on Chinese Studies proposed jointly by the College of Arts and Science and the Robinson College of Business, which also includes positions in Chinese language and Chinese political economy. These hires jointly strengthen the University’s interdisciplinary research, teaching, and outreach efforts in China-related programs with support from the Confucius Institute (www.gsu.edu/ci) and CIBER (www.gsu.edu/ciber/index.html).

Send nominations and applications including curriculum vitae, recent papers and evidence of classroom performance to the Institute of International Business, at iibrecruiting2011@gsu.edu, or IIB, Robinson College of Business, Georgia State University, P.O. Box 3989, Atlanta, GA 30302-3989. Preference may be given to applications received by December 15, 2010, but the position will remain open until filled.

Georgia State University invites applications for one or more non-tenure track lecturer positions effective Fall semester 2011. Candidates must have a master’s (or higher) degree in international business or related field, demonstrated high-level classroom performance in international business in an AACSB-accredited business program, and practitioner experience in international business, preferably with international entrepreneurship experience.

Positions include undergraduate and/or graduate teaching as well as community and business outreach. Salaries are competitive; positions are contingent on budget approval. Send letter of application, curriculum vitae, and evidence of classroom performance to search committee chair at iib@gsu.edu or IIB, Robinson College of Business, Georgia State University, P.O. Box 3989, Atlanta, GA 30302-3989.

Preference given to applications received by October 30, 2010.

Georgia State University is an equal opportunity educational institution/affirmative action employer.

GEORGIA STATE UNIVERSITY invites applications for multiple tenure track faculty positions (rank open but we expect to hire at the associate or full professor level) effective fall semester 2011. These positions require an earned doctorate from an AACSB-accredited institution or similarly accredited international institution, an excellent research and teaching record primarily in international business including a strong and current publication record, leadership ability, and an international reputation. These positions will enhance the research capability of the Institute of International Business (IIB) which was recently designated as a national resource center in international business (CIBER) by the U.S. Department of Education. Senior scholars hired for these positions will play leadership roles in the IIB and in our newly established CIBER. Although the interests and activities of IIB and our CIBER are broad, and each of these senior scholars will bring a different combination of strengths to the portfolio we are seeking to enhance with these hires, one position is designated for a China Business Scholar. Partially funded by the University’s Second Century Initiative, this position will further strengthen the interdisciplinary focus on Chinese studies at Georgia State University.

Candidates for these positions should have a demonstrated ability to develop and work with others in defining and conducting meaningful research and mentoring junior faculty. Individuals selected will take a leading role in the growth and development of the Institute and the newly established CIBER. Salaries are competitive. Send nominations and applications including curriculum vitae, recent papers and evidence of classroom performance to S. Tamer Cavusgil, Fuller E. Callaway Professorial Chair and Director, The Institute of International Business, at iibrecruiting2011@gsu.edu or IIB, Robinson College of Business, Georgia State University, P.O. Box 3989, Atlanta, GA 30302-3989. Preference may be given to applications received by September 30, 2010, but positions will remain open until filled. The positions are contingent upon final budget approval by the University.

Georgia State University, a unit of the University System of Georgia, is an equal opportunity educational institution and affirmative action employer.

Georgia State University has been recognized as one of the most diverse campuses in the nation with a student body representing almost 50 countries. The Robinson College of Business is located in the heart of a vibrant, dynamic international community which includes a growing umber of US and foreign firms’ headquarters, a strong consular corps and many other government agencies. As a business school, the Robinson College boasts an enrollment of over 7,000 students, making it one of the largest in the country. The Institute of International Business has a diverse, collegial faculty. The Institute interacts frequently with other academic departments for multidisciplinary teaching, research and executive education activities.

The Institute is a degree-granting unit of Robinson College, offering core and elective courses at the undergraduate and graduate level, a major in the “Top-Ten” ranked Flex-MBA program and a Masters of International Business. The Institute is also a primary contributor in the College’s Global Partners MBA Program. The Institute oversees extensive outreach activity, including the Center for Global Business Leadership, the Global Business Leaders Roundtable, mentor programs, many study abroad programs, third-party grant activity, and international institutional partners. Additional information about the Institute is available at www.iib.gsu.edu
 

Director, Global Studies Institute Georgia State University

Georgia State University invites applications for a tenure-eligible Professor to head its new Global Studies Institute to start August 2014, pending budgetary approval. Serving as an integral part of one of five central pillars of the university's strategic plan, the founding director will build teams of interdisciplinary faculty from the College and University to research global problems, oversee the creation and expansion of undergraduate and graduate degree programs and certificates in international studies, expand the university's language offerings in targeted regions, foster the integration of global awareness and competence throughout the undergraduate curriculum, and highlight the university's prominence in global studies by sponsoring conferences, colloquia, and symposia.

The successful candidate will:

  1. hold an earned doctorate in a discipline related to the position;
  2. possess a demonstrated record of recent and prominent scholar-administrator experience and a proven ability to build international research teams;
  3. have an extensive external funding portfolio facilitating the development of globally oriented institutes, centers, or consortiums;
  4. be dedicated to the educational goals of a diverse student body and faculty;
  5. have a strong vision for developing university partnerships with governmental agencies, NGOs, and related businesses; and
  6. be able to effectively promote Georgia State's reputation as a global institution of excellence.

Preference will be given to scholars whose research programs, regardless of discipline, will position them to provide innovative leadership in the fields of conflict and post-conflict studies. In close proximity to Atlanta's Hartsfield International Airport and located in the heart of downtown Atlanta, Georgia State University is a Carnegie Doctoral/Research Extensive university that attracts students from every county in Georgia, every state in the nation, and from over 145 countries worldwide. It is the Southeast’s leading urban research institution, offering 55 undergraduate and graduate degree programs in more than 250 fields of study in its eight college and schools. As the only urban research university in Georgia, it offers educational opportunities for traditional and nontraditional students at both the graduate and undergraduate levels. The College of Arts and Sciences, which represents roughly half of Georgia State’s students and faculty, encompasses 24 departments, schools and institutes and 23 interdisciplinary research centers and programs across four distinct academic areas—the fine arts, humanities, natural and computational sciences, and social and behavioral sciences. The college’s 80 undergraduate and graduate degree programs connect an extraordinarily diverse group of students to top-notch faculty, world-class facilities, and all the opportunities of a global city. Furthermore, the college provides the foundation for all of Georgia State’s more than 24,000 undergraduates through its core curriculum. The College’s faculty of over 600 includes top-notch instructors, artists, and researchers, many of whom are internationally recognized as leading scholars in their field.

All applications should include a letter of interest; a curriculum vita; and the names, phone numbers and email addresses of three references. Review of materials will begin on January 31, 2014 and continue until the position is filled. Please send applications to Dr. William Downs, Search Committee Chair, P.O. Box 4038, Georgia State University, Atlanta, GA 30302-4038. For additional information, please contact Dr. Downs at wdowns2@gsu.edu. Georgia State University is a unit of the University System of Georgia and an equal opportunity/affirmative action employer. An offer of employment will be contingent on background verification.

The strategic management area at Georgia Tech’s College of Management (COM) seeks qualified applicants for a tenure-track or tenured appointment for fall 2012 in one of the following areas:  (1) strategic management, (2) entrepreneurship, or (3) international business.  The minimum requirements are: a Ph.D. in those disciplines and/or related area, outstanding research, demonstrated ability to teach at the undergraduate and graduate levels, and excellent recommendations, which will be the primary criteria for selecting candidates. We seek research-active individuals who address interesting and important real-world phenomena using a theoretical lens grounded in economics or sociology, and rigorous empirical methods. The faculty will begin reviewing applications October 31, 2011.

To be assured full consideration, please send the following documents electronically to recruit-strategy@mgt.gatech.edu no later than October 31, 2011.

1. A cover letter and vita indicating your education, relevant experience, research publications and research interests.
2. Three letters of recommendation with your name in the filename (e.g., “Smith, John – Letter of Recommendation 1.pdf”). Please make sure that your name also appears in the body of the letter of recommendation.
3. Two (2) samples of your research; either research papers and/or your dissertation proposal; with your name in the file name (e.g., “Smith, John – Research Sample 1.pdf”).  Please make sure that your name also appears on the title page of the research sample.

*Packages sent by mail will not be accepted. All documents must be in Microsoft Word or Adobe PDF format.

As part of our recruiting process, we seek to obtain statistical information on our applicants which is voluntary. Please complete the form found at:  http://mgt.gatech.edu/downloads/ga_tech_disclosure.doc, and e-mail it to vdf_email@mgt.gatech.edu.

About Georgia Tech: Georgia Tech’s College of Management is, when considering all business schools, ranked 23th by U.S. News and top 30 by Business Week, and top 25 in Forbes among public schools.  The College of Management (COM) is housed in a new, state of the art $55million facility, which is part of the $260 million building complex of Technology Square in midtown Atlanta (including in addition to Georgia Tech’s Business School, the GT Conference Center and Hotel, the Global Learning Center, the Economic Development Institute, and the Advanced Technology and Development Center (ATDC), one of the leading incubators in the United States).  COM is the home of an NSF Integrative Graduate Education and Research Training program, Technological Innovation: Generating Economic Results (TI:GER), as well as a US Department of Education funded Center for International Business Education and Research (CIBER). Additional information about Georgia Tech’s COM and its faculty is available at: http://mgt.gatech.edu/.  The Strategic Management area represents a strong community of active researchers pursuing a diversity of interests (See http://mgt.gatech.edu/fac_research/acad_areas/stg_mgt.html for more information).

The Georgia Institute of Technology (http://www.gatech.edu) is one of the nation’s top research universities, distinguished by its commitment to improving the human condition through advanced science and technology.  Georgia Tech’s campus occupies 400 acres in the heart of the city of Atlanta, where more than 16,000 undergraduate and graduate students receive a focused, technologically based education.  Georgia Tech consistently ranks among U.S. News & World Report's top ten public universities in the United States.  In a world that increasingly turns to technology for solutions, Georgia Tech is using innovative teaching and advanced research to define the technological university of the 21st century.

Georgia Tech is an equal opportunity/affirmative action employer, which values diversity.

Provided by the British Broadcasting Corporation (BBC), this resource for learning German provides users with free online lessons, a guide to the language, and links to German media sites. Each online lesson offers options to learn vocabulary or phrases by watching a video, reading a transcript, or listening to audio. A test provided on the homepage additionally allows users to determine their comprehension level of the language.

The Glasgow School for Business and Society is looking to appoint a Lecturer on a full time/permanent basis. The main purpose of the role is to contribute to the Department’s teaching and research activity in International Business. There will also be opportunities to contribute to activities at our postgraduate campus in London.

The successful candidate will hold an undergraduate or postgraduate degree in a relevant area and be able to demonstrate experience of teaching/research in higher education and/or professional practice in an area relevant to International Business. Candidates should also have experience of module/programme development, delivery, evaluation and quality enhancement at undergraduate and postgraduate levels. Further essential requirements for this role include knowledge of current best-practice/trends in International Business and excellent interpersonal skills, including communication (written and verbal) and team working.

If you wish to know more about this role or for an informal discussion please feel free to contact Mr. Jim Campbell, Head of Department on +44 (0) 141 331 3301 or at j.campbell@gcu.ac.uk For comprehensive details of this exciting opportunity and how to apply, please visit our website www.gcu.ac.uk/jobs/vacancies/index.html

Associate in Science Degree in International Business

What makes some organizations more competitive than others in the global marketplace? Is the "global competitiveness" of these organizations driven by structure, strategy, tactics, implementation, opportunities, or, very likely, a combination of one of more of these potential components?

Nowadays, business success depends on expanding the global reach of the organization. Marketing's contribution to the scholarship about what makes some organizations globally competitive is important and unique. In a global marketplace, which is converging in some customer needs and wants and market segments, but also diverging in others, marketing has an opportunity to be very influential in scholarship and practice. A number of articles and also special issues have tackled various topics related to the "competitiveness" theme.

The Special Issue on Global Competitiveness of the Journal of International Marketing aims to extend this literature by publishing a set of articles that will shed greater insights into how marketing can help describe, explain, and predict issues within the scope of organizations being globally competitive. In global markets, there is greater divergence in environmental imperatives and different sets of competitors are typically present. Additionally, it is more common for organizations to have simultaneous competitive and cooperative relationships and/or relationships with multiple partners, who could potentially be direct adversaries to each other. The Special Issue specifically targets "marketing strategy" and "strategic marketing" topics, but with a core focus on global competitiveness.

To address these strategy issues, the Journal of International Marketing is issuing a call for papers for the purpose of advancing international marketing knowledge on firm and SBU-level global competitiveness. In terms of content, papers may be either conceptual or empirical in nature and pursue either theory-building or theory-testing. Topics include (but are not limited to) innovation, entrepreneurship, culture, social, human, and relational capital, knowledge and learning, branding, CSR and sustainability, and internationalization in relation to global competiveness. In terms of methodology, papers may be based on empirical techniques (e.g., case, survey, archival research) or on modeling techniques (i.e., optimization or simulation). Papers that integrate multiple perspectives and/or multiple methodologies are especially encouraged.

Papers targeting the Special Issue should be submitted using the JIM submission system and will also undergo the same review process as regularly submitted papers. The deadline for submission is June 27, 2016. Questions pertaining to the Special Issue should be directed to:

Special Issue Editors:

G. Tomas M. Hult, Ph.D.

Professor and Byington Endowed Chair

Director, International Business Center

Broad College of Business

Michigan State University

645 North Shaw Lane, Room 7

East Lansing, MI 48823-1122

U.S.A.

T: + 1- 517-353-4336 

E: hult@msu.edu

and

Professor Constantine S. Katsikeas

Editor-in-Chief, Journal of International Marketing

Associate Dean (Faculty)

Chair of the Marketing Division

Arnold Ziff Endowed Research Chair in Marketing & International Management

Leeds University Business School

Maurice Keyworth Building

University of Leeds

Leeds LS2 9JT

U.K.

T: +44-(0)-113-343-2624

E: csk@lubs.leeds.ac.uk

Submission to: timothy.coombs@tamu.edu and dan.laufer@vuw.ac.nz

1. Purpose of Special Issue

Examples of crises involving multinationals can be found in the media around the world on a regular basis. Examples of high profile crises involving multinationals include the disappearance of Malaysia Airlines Flight 370, the oil spill in the Gulf by BP, sudden acceleration in Toyota cars, and people becoming seriously ill after using Vioxx, a prescription drug manufactured by the American multinational Merck.

Despite the importance of Crisis Management to both academicians and practitioners, only recently have business journals devoted special issues to the topic (Laufer, 2015), and none to our knowledge in the area of global crisis management.

Crisis Management is defined as “a set of factors designed to combat crises and to lessen the actual damage inflicted by a crisis” (Coombs, 2015). Drawing from the literature in emergency preparedness, crisis management involves four interrelated factors: Prevention, preparation, response and revision (Coombs, 2015). These factors are incorporated in a commonly used three-stage approach describing Crisis Management as involving three phases. The pre-crisis phase (prevention and preparation), the crisis phase (response), and the post-crisis phase (learning and revision).

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

Whereas research has been conducted in all three phases of Crisis Management, most of the research is in the crisis phase and very little has been examined in the international context. This special issue is devoted to this area, and in particular we encourage submission of cross-cultural papers examining how the practice of Crisis Management differs across countries. Both theoretical and empirical submissions are welcome.  The empirical studies can use quantitative or qualitative methods. The following list of themes and questions are meant to be illustrative, not exhaustive, and to provide an indication of topics we are interested in for this Special Issue.

  • Risk Assessment and Diagnosing Crisis Vulnerabilities: Do stakeholders assess risk differently across countries? What cultural factors influence risk assessment?
  • Impact of Crises on Stakeholder Relationships (Employees, Customers, the Media, Shareholders): Do stakeholders react differently to crises across countries? What cultural factors influence the different reactions?
  • Communications During Crises: Do stakeholders react differently to corporate communication strategies across countries? What cultural factors influence the different reactions? Which communication strategies are most effective in a global context?
  • Managing Global Crises: How does a global crisis differ from a localized one? What factors need to be considered by companies in responding to a global crisis?
  • The Role of Corporate Reputation in a Crisis: What role does corporate reputation play in a global crisis? What is the impact of a strong corporate reputation during a global crisis. Is it more or less effective in certain cross-cultural contexts? How is corporate reputation impacted by a crisis? Is it more or less adversely impacted in certain countries? What cultural factors influence the extent of reputational harm?
  • Organizational Learning & Crises: Are employees in certain countries more or less receptive to learning from a crisis, and open to organizational change? What cultural factors facilitate organizational changes following a crisis?

3. Submission Instructions

The deadline for submission of manuscripts is October 31, 2016. Manuscripts should be prepared in accordance with Journal of International Management’s Style Guide for Authors: http://sbm.temple.edu/jim/authors.html. Manuscripts should be electronically submitted to the Guest editors at timothy.coombs@tamu.edu and dan.laufer@vuw.ac.nz. All submissions will be subject to the regular double-blind peer review process at JIM.

4. Contact details

Please direct any questions regarding the Special Issue to one of the guest editors.

References

Coombs, W. T. 2015.  Ongoing Crisis Communication (4th ed.).  Thousand Oaks, CA:  Sage

Laufer, D. 2015. Emerging Issues in Crisis Management. Business Horizons 2015 Vol 58 (2): 137-139.

Introduction

This Special Issue is motivated by and in memory of John H. Dunning (Professor Emeritus, University of Reading and Rutgers University). Professor Dunning was one of the founders of the modern field of international business (IB) research, with a scholarly oeuvre spanning a 50-year period. His last public message, sent to the Academy of International Business Fellows just before he passed away on January 29, 2009, recommended that JIBS prepare a Special Issue devoted to "the various and unique causes and implications of the current world wide credit crunch and economic slow down; and what might be done to avoid this happening again." He suggested that, "Articles might range from viewing the slowdown in an historical context, to considering a wholesale reconfiguration of international financial organisation, to the need for a moral upgrading of the institutions of global capitalism." His suggestion was triggered by the "last two years [which] have brought about the most amazing chain of events in the global market place that I can remember in my lifetime".

Special Issue Theme

This Call for Papers announces a Special Issue, designed around Dunning's theme, and specifically focused on insights from IB research into the current crisis of the global market economy. The global financial crisis, which struck most of the world's national and regional economic systems in 2008, has led to calls for further reflection on the economizing and value creating properties of both the micro-level and macro-level institutions of capitalism at the heart of this economic crisis. Moreover, the current crisis was preceded by earlier global financial crises, such as the 1997 Asian currency crisis, from which one might draw useful lessons for the current crisis.

John Dunning has undoubtedly been the most important intellectual force in IB research during the past half century. His eclectic paradigm represents the core of modern IB theory and provides the intellectual foundation for much of the research published in JIBS. The eclectic paradigm builds upon three interrelated components: (1) Ownership (or firm-specific) advantages, reflecting the resource-based view (RBV) related part of the framework. (2) Location advantages, reflecting the main variables addressed by international economics, political science and modern institutional theory. (3) Internalization advantages, using Coasean foundations to explain the existence and governance of MNEs, i.e., firms with value adding activities in two or more countries. Dunning's joint focus on firm-level resources, location characteristics (including macro-level institutions) and internalization/de-internalization challenges provides the scholarly basis for contemporary analysis of international business. In terms of Dunning's eclectic paradigm, eight research questions are proposed for this Special Issue:

1. Does MNE activity contribute to the severity of global economic crises or does the multinational character of many firms, on the contrary, allow mitigating some of the worst effects in terms of reducing firm bankruptcies, lay-offs, capital destruction, etc.? For example, to the extent that domestic MNE ownership advantages have been hollowed out because of poor management (as in financial services and automobiles), does this lead to societal spillover effects across borders and across large business networks? Alternatively, does the existence of large, well-run foreign MNEs allow the acquisition, absorption and redeployment across borders of valuable knowledge assets that have been poorly managed?

2. Should MNEs reassess the relative attractiveness of alternative locations for international business generally, and foreign direct investment specifically, depending on the severity of global economic crises and the appropriateness of policy responses in these locations? For example, a number of economic and financial governance mechanisms, including the US capital market, have been described as best practice, created location advantages, to be emulated by other countries. Here, elements such as stringent disclosure rules, sophisticated financial accounting controls, relative absence of excessive government regulation impeding innovation and more generally the resilience and adaptation capability of the governance mechanisms involved, have been viewed as instrumental to a macro-level platform for firm-level success. However, it now appears that the true nature of many of these created location advantages has been misunderstood, and that many economic actors have wrongly assessed the relative attractiveness and risks associated with seemingly optimal locations.

3. How do global economic/financial crises affect the internalization/de-internalization calculus of firms operating across borders (e.g., entry mode choices), especially in terms of de-internalizing activities previously conducted inside the firm, so as to improve flexibility and facilitate internal network control? The effects of economic and technological changes, as well as management innovations, on optimal internalization levels are well understood in the IB field, as are the implications of alternative policy regimes such as patent protection systems, bilateral and regional trading systems, international accounting standards, etc. However, the impact of a "black swan" catastrophic event on firm-level boundaries, especially in the international sphere, deserves special attention if it triggers needs for massive resource re-combinations by MNEs, especially those with international networks.

4. How do global economic crises affect government, public and managerial perceptions of the role of IB and MNEs in the world economy? How do global crises affect MNE-state relations? Are they more likely to be characterized by Dunning's optimistic, cooperative perspective or Vernon's pessimistic, conflictual perspective? Does a global economic crisis increase the legitimacy of stakeholder management models found in firms outside the Anglo-Saxon world, rather than a shareholder management approach? Is there a renewed appreciation for micro-level governance models built on far-reaching cooperation between business firms and financial institutions, and between the firm and its workforce? Does the global crisis trigger a reflection in large MNEs on their moral obligations, if any, vis-à-vis hard-hit local communities abroad where operations must be closed or downsized?

5. How do global crises affect corporate political (non-market) strategies? What roles do firms engaged in international business play when faced with contradictory demands for increased protectionism and improved regional/multilateral cooperation, triggered by a global or regional economic crisis? Any global crisis upsets existing competitive positions and trajectories, with some firms becoming "winners" and others "losers". Which types of firms are more likely to favor protectionism versus increased policy coordination at the regional and multilateral levels? The related question is how these firms will engage in the policy debate (e.g., firm-level versus industry-level lobbying, active intervention versus funding external actors, focus on domestic governments versus international organizations, etc.). How do MNEs shift the balance between their market and non-market-based strategies in response to global crises?

6. How are the organization and management of the multinational enterprise affected by global economic crises? How are intrafirm and interfirm innovation and knowledge flows affected? Do global economic crises encourage or discourage M&As and international strategic alliances? Are global supply chains being redesigned as a result of these crises? How do global economic crises affect MNE decisions such as the locus of R&D and innovation (centralized/decentralized, location), human resources management (e.g., revisiting the use of expatriates, trade-offs on global retrenchment decisions) and international marketing (e.g., revisiting standardization/customization and cutting or refocusing long-term branding efforts) decisions? Do global crises encourage "wait-and-see", early mover or faster exit strategies?

7. Since many global economic crises are launched by financial and/or currency crises (e.g., the 1997 Asian currency crisis), of particular interest are the international financial implications of global economic crises, at the firm, country and international levels. From a firm-level perspective, how is the international finance function within firms affected (e.g., exchange rate management; management of various exposure types; financial structure decisions; sourcing of financial resources, including access to credit and capital markets; comparative corporate governance issues from a finance perspective)? From a national and supra-national perspective, what are the implications for the banking, financing, insurance and accounting systems supporting international trade and investment (both portfolio and foreign direct investment), as well as for international financial markets in general and in emerging economies in particular?

8. From a macro-level perspective, how do global economic crises affect the national and supra-national institutions of capitalism? What roles are played by public international institutions (e.g., the IMF, World Bank, WTO), regulating and rating agencies that affect international transaction (e.g., BIS, IASB, Moody's), and international agreements (e.g., double tax treaties, bilateral investment treaties, codes of conduct)? All economic actors engaged in international business are affected by a variety of macro-level institutions of capitalism, many of these representing exogenous parameters for these actors. Each global economic crisis leads to societal debate on the efficiency, effectiveness and distributive equity impacts of these macro-level institutions, thereby potentially triggering large-scale governance redesign and a new umbrella for micro-level IB transactions. Is there a need for a "wholesale reconfiguration of international financial organisation" or for a "moral upgrading of the institutions of global capitalism", as suggested by Professor John Dunning?

Building upon the above, as IB scholars, we are particularly interested in how the current crisis of the global market economy affects international business through its impact on MNEs, including the entire range of internationally active firms, from entrepreneurial start-ups to the
largest, global companies. We are equally interested in new forms of business-government interaction in the context of international policy coordination as well as renewed protectionism. Finally, we also want to gain new insight on changes in the macro-level institutions of capitalism that affect IB transactions. Here, we welcome creative thinking on the design of new, macro-level institutions aimed to prevent future economic crises. From a conceptual perspective, we do expect scholars submitting papers to understand the foundations of modern international business theory, as laid out by Professor Dunning, but do invite creative perspectives informed by
any relevant scholarly discipline. Papers may address the antecedents or consequences of global economic/financial crises for international business, the nature of crises as they unfold internationally, and/or the role of international firms and markets in these crises, from both theoretical and empirical viewpoints. Papers may also examine global economic crises and consequences for firms from a comparative institutional or cultural perspective. Moreover, papers may address policy responses to such crises and formulate policy reforms of institutions and markets moving forward based on sound theories and empirics.

The Special Issue Editors have intentionally kept the above list of suggested topics short so as to stimulate creativity and thereby encourage prospective authors to adopt a variety of perspectives in approaching this subject. Key is that all submissions on global economic crises are viewed from an IB perspective. All submissions must fit within the domain statement of the journal and follow the JIBS policy statements including the Statement of Editorial Policy, Information for Contributors, Style Guide and Code of Ethics; see http://www.jibs.net.

Submission Process

All manuscripts will be reviewed as a cohort for this Special Issue. Manuscripts must be submitted in the window between January 4 and January 29, 2010, at http://mc.manuscriptcentral.com/jibs. Please select the option from the special issue drop-down menu in Manuscript Central that identifies your paper as a submission for the "Global Economic Crises and International Business" Special Issue, and include the words "Global Economic Crises and IB Special Issue Submission" on your title page. All submissions will go through the JIBS regular double-blind review process and follow the same norms and processes. As manuscripts are accepted for publication, they will be posted in the Advance Online Publication system on http://www.jibs.net.

For more information about this Call for Papers, please contact the Special Issue Editors or the JIBS Managing Editor (managing-editor@jibs.net).

Call for Proposals

Advances in International Management 2016 Volume:

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.

Handbook of Research on Global Fashion Management and Merchandising

A book edited by Alessandra Vecchi, (London College of Fashion, U.K.) Chitra Buckley, (London College of Fashion, U.K.)

To be published by IGI Global: http://bit.ly/1xAyrPO

For release in the Advances in Logistics, Operations, and Management Science (ALOMS)

Book Series ISSN: 2327-350X

Propose a chapter for this book The Advances in Logistics, Operations, and Management Science (ALOMS) Book Series provides a collection of reference publications on the current trends, applications, theories, and practices in the management science field. Providing relevant and current research, this series and its individual publications would be useful for academics, researchers, scholars, and practitioners interested in improving decision making models and business functions. Introduction The Research Handbook of Fashion Management provides an edited collection of chapters on grounds theories, application and practices the field of management in the fashion sector. Providing relevant and current research, this publication would be useful for academic, researchers, scholars, and practitioners interested in improving their understanding of management within the context of Globalization in a highly volatile and creative environment.

Fashion management is multi-faceted discipline that within the context of Globalization finds itself at the intersection of the following related fields: Fashion Entrepreneurship, Operations Management, Fashion Marketing and International Business. Normally these fields constitute sparse bodies of knowledge within Fashion Management, however because of the heightened complexity of the current business environment they are becoming more and more complementary. As such an in-depth understanding of their interplay is not only necessary but it could also provide a useful interpretative lens to fully appreciate the value of Fashion management and its business practices in an era of Globalization. As global fashion markets are becoming increasingly complex and their dynamics more and more interconnected, a broader understanding of fashion management is essential to anticipate unexpected change and to capitalize on emerging fashion business practices. This research handbook will focus on various dimensions of managing fashion businesses that are interrelated and complementary in a global context.

Objective of the Book

This research handbook looks to discuss Fashion Management research in the following related fields: Fashion entrepreneurship, Operations Management, Fashion marketing and International business. The handbook covers various sub-themes including visionary leadership, fashion technology, business model development, sourcing and supply chain management, operations management in fast fashion and slow fashion businesses, product innovation management, fashion brand management, digital strategies in the fashion industry, experiential marketing and branding in fashion and the internationalization of fashion firms.

Target Audience

The target audience of the research handbook will be a vast array of fashion management practitioners, academics and researchers who have a keen interest in the ever-changing dynamics of the fashion industry. The book would also be suitable to be used as a teaching aid in a variety of courses in different disciplines both at undergraduate and postgraduate level. Recommended topics include, but are not limited to, the following:

  • Fashion management in a global perspective
  • The European fashion industry and the appeal of its heritage
  • Fashion entrepreneurship
  • Visionary leadership
  • Financial management
  • Fashion-technology
  • Business model development
  • Business incubation in the fashion industry
  • Operations management in the fashion industry
  • Fast fashion and Slow fashion
  • Sourcing and supply chain management in fashion
  • Product innovation management
  • Managing HR in fashion firms
  • The importance of CRM
  • Fashion buying and merchandising
  • Fashion marketing
  • Digital strategies in the fashion industry
  • The importance of CSR
  • Fashion brand management
  • Experiential marketing and branding in the fashion industry
  • The internationalization of fashion firms
  • Cross-cultural marketing
  • The emerging markets
  • Counterfeiting, IPR and legal issues
  • The global fashion industry and its emerging dynamics

Submission Procedure

Both researchers and practitioners are invited to submit a chapter proposal of 1,000-2,000 words clearly explaining the mission and concerns of their proposed chapter by February 28th, 2015. Submissions should be made through the web link at the bottom of this page. Authors of accepted proposals will be notified by April 30, 20155 about the status of their proposals and sent chapter outlines. Full chapters are expected to be submitted by June 30, 2015. All submitted chapters will be reviewed on a double-blind review basis. Contributors may also be requested to serve as reviewers for the research handbook.

Submit a chapter

All proposals should be submitted through the link at the bottom of this page.

Publisher

This book is scheduled to be published by IGI Global (formerly Idea Group Inc.), an international academic publisher of the “Information Science Reference” (formerly Idea Group Reference), “Medical Information Science Reference,” “Business Science Reference,” and “Engineering Science Reference” imprints. IGI Global specializes in publishing reference books, scholarly journals, and electronic databases featuring academic research on a variety of innovative topic areas including, but not limited to, education, social science, medicine and healthcare, business and management, information science and technology, engineering, public administration, library and information science, media and communication studies, and environmental science. For additional information regarding the publisher, please visit www.igi-global.com. This publication is anticipated to be released in 2016.

Important Dates

February 28, 2015: Proposal Submission Deadline

April 30, 2015: Notification of accepted proposals

June 30, 2015: Full Chapter Submission

August 30, 2015: Review Results to Authors

September 30, 2015: Revised Chapter Submission

October 15, 2015: Final Acceptance Notifications

Inquiries can be forwarded to Chitra Buckley Graduate School, London College of Fashion, U.K. Tel: +44 (0)207 514 7578, +44 (0) 7807 041383 Email: c.buckley@fashion.arts.ac.uk, chitra.buckley@wanadoo.fr Dr. Alessandra Vecchi Graduate School, London College of Fashion, U.K. Tel: +39 338 9418941 Email: a.vecchi@fashion.arts.ac.uk, alessandra.vecchi@unibo.it

Propose a chapter for this book To find related content in this research area, visit InfoSci®-OnDemand: Download Premium Research Papers http://www.igi-global.com/infosci-ondemand/search/

The Global Marketing Management System Online (GMMSO) is a web-based research and strategic planning marketing/management tool designed to help users bridge the gap between theory and the real world of business. The GMMSO, consisting of three dynamic modules, will enable users to systematically conduct a company situation analysis in a global context, identify countries with high market potential for specific products/services, and develop a subsequent business or marketing plan. A free trial is available for instructors, but students must register individually for a fee to access the modules.

The Global Market Potential and Strategy Online, GMPSO, is designed to be used for international business projects and to bring realism into the classroom. The GMPSO provides the instructor with a systematic process enabling them to bridge the gap between theory and practice and makes it possible to cooperate across academic institutions around the world through shared classroom projects. The GMPSO consists of two dynamic modules: 1) A situation analysis of a company, and 2) market selection and entry mode strategy. A free demo is available upon request.

Global marketing managers are at the heart of effective strategy execution. Unfortunately, limited research exists to understand the skills, knowledge and strategies that make managers effective, most notably as they face new challenges brought forth by the changing global economy.

The global economic crisis has highlighted the importance of managerial skills in re-balancing the global economy. For example, how does one pursue increased output in consumption-driven economies coupled with the pursuit of consumption stimulation in export-oriented economies. These changes require new skills, knowledge and roles of global marketing managers.

Similarly, the changes in the global economy may create a need to rethink managerial approaches to issues such as risk, profit, competition, and ownership For instance, (1) whereas managers were traditionally willing to trade-off risk for return, in today’s global economy managers may work to avoid risk regardless of return, (2) how have global marketing managers re-adjusted strategies as profits are exposed to selective taxation? (3) how have global marketing managers adjusted newly evolving competitive conditions? and (4) how do global marketing managers adapt strategies to compete against new, government directed competitors?

Manuscripts may be conceptual or empirical. All manuscripts should have direct practitioner relevance.

Topics could include, but are not limited to:

  • Global marketing manager strategies for assessing and addressing the re-balancing of the global economy
  • Global marketing manager efforts for cross-boarder strategy integration in relation to the re-balancing of the global economy
  • Global marketing manager employment of technology for coordinating cross-country strategies in changing times
  • The changing role and responsibilities of global marketing managers
  • Global marketing manager perspectives and approaches to the re-positioning of issues in the new global economy (i.e., risk, profit, competition and ownership)
  • Identification of the skills making global marketing managers effective
  • Psychological characteristics of effective global marketing managers in changing times
  • Judgment and decision making aspects of global marketing managers
  • Strategies for developing and retaining effective global marketing managers
  • The influence of the organization on the effectiveness of global marketing managers
  • Executive Insight articles pertaining to global marketing managersCase studies of the challenges faced by global marketing managers and strategies for effectively overcoming these challenges

Deadline for Submission: February 11, 2011.

Guidelines for the Journal of International Marketing can be found at: http://www.marketingpower.com/jim.

Manuscripts should be submitted at: http://mc.manuscriptcentral.com/ama_jim.

About the Journal: Abstracting/Indexing/Ranking

• SCImago Journal Rank; Scopus; EBSCOhost, ProQuest; ABI/INFORM Complete
• ABS UK Academic Journal Ranking Guide (2); ABDC Journal Ranking List (B)
• Working towards Social Sciences Citation Index

Aims and Scope of the Issue

We invite scholars to submit papers for a special issue of International Studies of Management & Organization (ISMO). The focus of the special issue is on “Global Networks and Innovation in China.” The issue aims to contribute to the literature on global network management, and innovation in emerging economies.
As an emerging economy, China is quickly rising up the global ranks in a number of intellectual property-heavy sectors, with an increasing number of R&D centers, including both domestic and foreign-invested ones. Prime Minister Keqiang Li calls for “popular entrepreneurship and innovation” to achieve a “better-quality, more efficient, upgraded economy” (Two sessions of the government work report 2015). In the same year, Chinese government initiated “the Belt and Road” policy to further encourage Chinese firms to strengthen their network worldwide. These two policies facilitate the domestic and foreign-invested innovation, respectively.
Innovation is a key determinant for firm performance (Hamilton 1982; Hauser et al. 2006) and plays a key role in the firm survival and development (De Dreu 2006). In China’s transitional economy, where ongoing institutional transitions are shaping the competition landscape, there are a range of uncertainties that firms need to buffer against and/or eliminate (Bao, Chen and Zhou 2012; Zhou and Li 2012). Undoubtedly, innovation is an effective strategy for local firms wishing to increase their domestic and international competitiveness, and for China to survive amid global competition (Li and Atuahene-Gima 2001; Tellis et al. 2009). Institutional and market environment can both affect the effectiveness of innovation in China (Gao, Gao, Zhou and Huang 2015).
Multinational corporations (MNCs) have largely invested in R&D in China and their R&D centers diffuse knowledge to both local and international markets (Deng 2003; Fan 2006). From the ownership advantage theory, MNCs transfer advanced proprietary technology, immobile strategic assets (e.g., brands, local distribution networks) and other capabilities to their foreign subsidiaries (Li and Zhong 2003; Warner et al. 2004; Zhang 2003). As their competitors, local firms also actively absorb knowledge, which is demonstrated and leaked by foreign firms, to develop their unique technology (Ju et al. 2013). Therefore, the innovation capabilities in Chinese firms, including Chinese subsidiaries and local firms, have been largely strengthened.
The aim of this issue is to encourage authors to investigate innovation in China, from both domestic and international perspectives. For example, in the context of China, the institutional development, market complexity, internal business network and external global network actively influence the innovation of local firms and subsidiaries. How do these factors affect innovation interactively? Also, there is a gap in knowledge on the differences among innovation of local firms, subsidiaries and MNCs, and how do they interplay to create new knowledge through managing resources and networks worldwide. This Call for Papers focuses on the following research questions: How and to what extent do Chinese firms make a balance between incremental and radical innovation? How do members in an innovation team work together? How do Chinese firms facilitate innovation collaborations with other firms? How do Chinese firms maintain creativity of employees and motivate collaboration among employees? How do subsidiaries balance between knowledge transferred from MNCs and absorbed from local environment? How do MNCs decide what types of knowledge to disseminate to subsidiaries in China?
The above-mentioned topics and questions are still underexplored in the context of China. We believe that this issue can significantly contribute to extending the existing knowledge on this subject, and provide new insights to scholars and practitioners. We prefer comparative papers for this issue.

These are some of the potential topics that we seek conceptual and empirical papers on:

  • The effects of intuitional complexity, inadequacy and development on innovation in China
  • Creativity, trust and interactions of team members in facilitating innovation in China
  • Innovation process in internet and e-commerce industry in China
  • Organizational structure and innovation in China
  • The effects of political tie, business tie, and global network on innovation in China
  • A resource-based view of innovation and firm performance in China
  • A social network view of innovation and firm performance in China
  • An organizational ecology view of innovation and firm performance in China
  • A balance between knowledge transfer from MNCs and adoption from local environment for subsidiaries
  • Co-optation between local firms and subsidiaries in China
  • Critical aspects and risks of managing global networks for innovation in China

Timeline of the Publication process

Submission of full papers via E-mail: 28 February, 2017
Editorial Desk decision: 15 March, 2017
Review report communicated to authors: 30 May 2017
Submission of Revised-papers along with ‘Author Response Letter’: 1 September 2017
Final Submission of the complete issue to Journal Editors: 30 March 2018
Schedule of Online/Print Publication: 2018/2019

Submission of Papers

All submissions must satisfy the theme of the special issue. The papers should be relevant to theory testing/development, and/or managerial implications. Please submit your manuscripts via email to: ismodcinemnes@gmail.com

About the Guest Editors

Tian Wei is an associate professor in strategic management at the School of Management, Fudan University in China. She obtained her PhD from the University of Cambridge, United Kingdom. She has published in reputable international refereed journals such as International Business Review, Journal of International Management, and others. Her research focuses on value creation and value destruction of international acquisitions, knowledge transfer in international business, and internationalization of Chinese firms.

Maoliang Bu is an associate professor at School of Business, Nanjing University, and adjunct professor at Hopkins-Nanjing Center. His research is mainly on globalization and environmental sustainability. His papers are published in journals such as Journal of International Business Studies, Journal of Comparative Economics, and others. He is the co-editor of “Globalization and the Environment of China” (Emerald, 2014). Maoliang is an Alexander von Humboldt Fellow. He has previously worked as a post-doctoral researcher at University of Goettingen, and as a visiting professor at University of Groningen and University of Gothenburg.

Team leading the workshop:

The Department of International Business at the Norwegian University of Science and Technology (NTNU) will host an Idea and Paper Development Workshop (IPDW) in collaboration with the Global Strategy Journal (GSJ) on September 26 and 27, 2024 in Ålesund, Norway. GSJ is the leading journal on global strategic management research and a top-tier scholarly journal in management.

The purpose of the workshop is to help participants fine-tune ideas and provide developmental feedback on full paper drafts focusing on contemporary issues in global strategy.

The workshop is open to all scholars, but preference will be given to early-career academics and colleagues who have not yet published in GSJ. GSJ Co-Editors and Associate Editors will provide detailed feedback to the authors in a roundtable discussion format. The workshop will also invite peer feedback from the other participants to offer a rich developmental experience to the authors.

While we hope that many of the submitted papers will eventually be submitted to GSJ, the workshop aims to improve the quality of global strategy research by providing quality feedback and bringing new scholars into the field. Thus, opportunities for networking and discussing future collaboration will be an integral part of the workshop program.

The workshop will start on September 26 in the afternoon with a plenary session and will be organized with a mix of paper presentations and roundtable discussion sections. Full papers will be presented by participants and discussed by GSJ editorial team members. Paper ideas from participants will be discussed in roundtables, with each roundtable led by a GSJ editorial team member. The workshop will end after lunch on September 27.

Submission

Prospective participants are invited to submit either a two-page proposal of their paper idea or a full paper (max 10.000 words) by June 10, 2024. Each participant may submit only one idea proposal or a full manuscript. The cover page of the proposal/manuscript should include all authors' names, emails, and affiliations. In the email subject, please specify "Paper idea proposal" or "Full paper," depending on the submission type. Idea proposals and manuscripts will be selected based on their fit with the journal and the quality of their submitted work. Please email your submission to: bella.nujen@ntnu.no

GSJ Workshop 2024 Key Dates:

  • June 10, 2024. Deadline for paper idea and full paper submissions
  • June 30, 2023. Notification of acceptance to successful applicants
  • September 26-27, 2024. GSJ workshop, Ålesund

Attendance is free for authors of selected papers (one per paper and max 25 participants) and includes coffee, lunch breaks, and a social dinner on September 26. Participants must cover their own accommodation and organize their travel to and from Ålesund.

The ability of MNEs to attract, develop, manage and retain talent across its global network can be a source of competitive advantage (Collings & Mellahi, 2009; Tarique & Schuler, 2010). Talent management involves managing employee development in a global context and staffing the worldwide operations of the MNE (Collings, 2014; Sidani & Al Ariss, 2014).

Historically, expatriate assignments were for an extended period of time. However, the high cost associated with expatriate assignments has forced MNEs to use short-term international staffing arrangements (Collings, Scullion, & Morley, 2007; Reiche, Kraimer, & Harzing, 2011). These alternative arrangements include short-term commuter assignments and virtual assignments (Collings, et al., 2007; Dowling, Festing, & Engle, 2013). MNEs are now more focussed on developing and using the global talent pool rather than sending expatriates for specific tasks (Sparrow, Scullion, & Tarique, 2014).

For this volume, we invite chapters on issues relating to talent management in MNEs with an emphasis on global mobility from organizational, individual and contextual perspectives. From the organizational perspective, we are interested in topics related to the arrangement and management of various workforce patterns in the global operations of MNEs. We are also interested in exploring how expatriates develop their careers through international assignments (Bonache, Brewster, & Suutari, 2001; Dickmann & Harris, 2005). From a contextual perspective, issues related to talent management by MNEs in both developed and emerging economies are also of interest (Farndale, Scullion, & Sparrow, 2010).

We invite conceptual and empirical submissions that address the following topics (but are not limited to):

  • What is the role of HR in implementing and facilitating global staffing and talent management in MNEs?
  • What are the antecedents and outcomes of talent management and global staffing at individual, organizational and country level?
  • How do contextual factors influence talent management and staffing in MNEs?
  • What influences MNE global staffing choices with respect to parent country nationals (PCNs), third country nationals (TCNs) and host country nationals (HCNs)?

Submission Information:

Authors should submit an electronic copy of their chapter (up to 9,000 words in length) to the Guest Editors of the volume (ying-guo@hotmail.com).

Submission deadline for chapters:                               1 September 2015

Submission deadline for revised chapters:                 30 November 2015

The International Business and Management series applies a truly international perspective to the study of international business, with a special emphasis on management and marketing issues and aims to advance the frontiers of knowledge in this fast developing field. Further information on the International Business and Management Series can be found at: http://www.emeraldinsight.com/series/ibm

References:

Bonache, J., Brewster, C., & Suutari, V. (2001). Expatriation: A developing research agenda. Thunderbird International Business Review, 43, 3-20.

Collings, D. G. (2014). Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities. Journal of World Business, 49, 253-261.

Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19, 304-313.

Collings, D. G., Scullion, H., & Morley, M. J. (2007). Changing patterns of global staffing in the multinational enterprise: challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42, 198-213.

Dickmann, M., & Harris, H. (2005). Developing career capital for global careers: The role of international assignments. Journal of World Business, 40, 399-408.

Dowling, P., Festing, M., & Engle, A. (2013). International Human Resource Management (6th ed.). London: Cengage Learning.

Farndale, E., Scullion, H., & Sparrow, P. (2010). The role of the corporate HR function in global talent management. Journal of World Business, 45, 161-168.

Reiche, S. B., Kraimer, M. L., & Harzing, A.-W. (2011). Why do international assignees stay? An organizational embeddedness perspective. Journal of International Business Studies, 42, 521-544.

Sidani, Y., & Al Ariss, A. (2014). Institutional and corporate drivers of global talent management: Evidence from the Arab Gulf Region. Journal of World Business, 49, 215-224.

Sparrow, P., Scullion, H., & Tarique, I. (2014). Strategic talent management: contemporary issues in international context. Cambridge: Cambridge University Press.

Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45, 122-133.

Special Issue Co-Editors:

Special Issue description

The global value chain (GVC) framework has become an influential development paradigm in policy circles. Since its academic inception 25 years ago, the framework has been adopted by a wide range of governments and international organizations, including the International Labor Organization, the United Nations Conference on Trade and Development, the World Bank and the World Trade Organization (Gereffi, 2018). Both in developed and developing countries, national policymakers have started taking into consideration GVCs in their development strategies at country, regional and local level (Taglioni & Winkler, 2016).

Depending on the field, global value chains are also known as “global factory” (Buckley, 2009), “global production network” (Henderson et al., 2002), or “global commodity chain” (Gereffi, 1999). The appeal of the framework lies in its premise that analyzing global industries can provide profound insights into the development opportunities of firms, clusters, regions and countries (Buckley, 2009; Gereffi et al., 2005). Complementary to international business scholars’ focus on the strategies of lead firms (Buckley and Strange, 2015; Kano, 2018), GVC researchers suggest that global lead firms have the corporate power to define the terms and conditions of chain participation, thus affecting local suppliers and workers involved in it. It is therefore relevant to analyze the conditions and policies under which value chain participation puts suppliers and workers on dynamic learning paths that may facilitate economic and social upgrading (Barrientos et al., 2011).

There is a growing appreciation in the academic community that the new GVC reality requires novel policy prescriptions. Gereffi (2013) advocates for the adoption of GVC-oriented industrial policies that focus on the development of fine-grained GVC activities and emphasize the importance of leveraging international supply chain linkages. Van Assche (2017) argues that policymakers should adopt a supply chain mindset in their international business policy that focuses on allowing domestic firms to link rapidly, efficiently and reliably with foreign value chain partners.

Having said that, these policy prescriptions have remained exceedingly general. What specific policies could help firms, countries, regions and clusters benefit from GVCs, and how, has been left implicit and hardly tackled systematically in the literature or in policy practice. For example, policies that are meant to attract GVCs (e.g., integrate firms into a value chain) are very different from policies that are meant to capture the possible but uncertain gains from GVC integration (Pietrobelli & Staritz, 2018; Lema, Rabellotti and Sampath, 2018; Lema, Pietrobelli and Rabellotti, forthcoming). 

GVC-attraction policies may be needed when countries do not easily appeal to global lead firms due to new-entry disadvantages, incomplete or asymmetric information regarding potential suppliers’ capacity and the business context, or a lack of specific inputs and factors. This kind of policy pertains to new ways of attracting foreign direct investments and new trade policies, including methods of attracting foreign investors to fill gaps in specific parts of the value chain (Blyde, Pietrobelli, & Volpe, 2014). Trade policy also needs some rethinking in light of GVCs, as import tariffs on intermediate goods may end up multiplying the actual tariff burden and penalize exports (Miroudot et al., 2013; Van Assche, 2017).

Value-capture policies are more related to the programs that aim to strengthen and deepen innovation and production ecosystems by building firm-level production and innovation capabilities that are necessary for capturing such gains (Sako & Zylberberg, forthcoming). For example, a GVC-oriented policy focused on learning could include innovation policies (e.g., matching-grant programs) to support firms’ innovation or collaborative innovation involving firms and universities and other research-oriented stakeholders, in a coherent way that is based on the characteristics and requirements of the GVCs that are present in the country/region/cluster (as well as those of the GVCS that could be entering it). Other examples of such policies include targeted training programs (to create the skills local firms need for their integration into and upgrading within GVCs), and organizational investments to provide technology services in the areas of standards, metrology, testing, and certification.

Policies that are developed in the lead firm’s home country may also have diffusion effects along the chain (Meyer & Gereffi, 2010). Governmental programs aimed at regulating global flows of goods, services, capital and production factors, for example by introducing standards and requirements, are likely to have an impact on the organization and governance of GVCs, thus influencing the upgrading prospects of firms, clusters, regions and countries around the world. This includes both the standards and rules set by governments (rules of origin), as well as those set and enforced by private and non-governmental organizations.

On the empirical front, there is a dire need for more analysis that studies the impact of GVC-oriented policies on firms’ participation in GVCs, on their ability to capture value, and on the economic and social implications on their workers (Tokatli, 2012; Van Assche and Van Biesebroeck, 2018). To date, most GVC research has focused on case studies and detailed industry analysis, which have been useful for uncovering new trends and for theory building. Future work will need to validate the policy propositions that come forth from the GVC framework with quantitative analysis.

Finally, the field can benefit from more research on new trends in the organization of global value chains and how they affect GVC-oriented policy propositions. The McKinsey Global Institute (2019) has documented that GVCs are becoming more regional and their expansion is less and less based on labor arbitrage. Gereffi (2018) suggests that digitization and protectionism are forcing global lead firms to adapt their global value chain governance. A deep reflection is needed on how these trends require governments to redesign their international business policies.

For this special issue, we encourage researchers from different fields (e.g. international business, economic sociology, economic geography, innovation studies, international economics, international political economy) to submit their work on GVC-oriented policy. Papers can be either aimed at theory development or empirical contributions (both quantitative analyses based on large data samples and qualitative case studies). They can focus on developing, emerging or developed countries. They can study the link between policies and GVCs at various levels: firm, worker, cluster, region or country.

Papers for this Special Issue may address (among others) the following questions:

  • Which policies can be used to attract GVCs and lead firms in countries/regions/clusters?
  • Should policymakers adopt push or pull strategies to integrate their suppliers into GVCs?
  • What are the opportunities and pitfalls related to GVC-oriented industrial policy?
  • How do regulatory policies affect GVC functioning and inter-firm relationships?
  • Does the emergence of GVCs require policymakers to rethink trade and FDI policy?
  • How useful are supplier development policies and programs for sustainable economic and social development?
  • What is the impact of technology and innovation programs on local suppliers’ integration, upgrading and capacity to generate value added within GVCs?
  • Who are the policy actors that are best positioned for implementing GVC policies and dealing with large multinationals, which frequently are the GVC lead companies?

Timeline for submission and publication

  • September 1, 2019:  deadline for proposal submission via Manuscript Central portal for JIBP (https://mc.manuscriptcentral.com/jibp)
  • March 1, 2020: deadline for submission of full papers
  • December 1, 2020: deadline for accepting all SI papers
  • March 2021:  special issue publication

References

Barrientos, S., Gereffi, G., & Rossi, A. (2011). Economic and social upgrading in global production networks: A new paradigm for a changing world. International Labour Review, 150(3‐4), 319-340.

Blyde, J., Pietrobelli, C., & Volpe, C. (2014). “A World of Possibilities: Internationalization for Productive Development“,  Chapter 8 in G. Crespi, E. Fernandez-Arias and E.H. Stein, Rethinking Productive Development: Sound Policies and Institutions for Economic Transformation, Palgrave, pp.233-78.

Buckley, P. J. (2009). The impact of the global factory on economic development. Journal of World Business, 44(2), 131-143.

Buckley, P. J., & Strange, R. (2015). The governance of the global factory: Location and control of world economic activity. Academy of Management Perspectives, 29(2), 237-249.

Gereffi, G. (1999). International trade and industrial upgrading in the apparel commodity chain. Journal of international economics, 48(1), 37-70.

Gereffi, G. (2018). Global Value Chains and Development. Cambridge: Cambridge University Press.

Gereffi, G., Humphrey, J., & Sturgeon, T. (2005). The governance of global value chains. Review of International Political Economy, 12(1), 78–104. http://doi.org/10.1080/09692290500049805

Gereffi, G., & Sturgeon, T. (2013). Global value chain-oriented industrial policy: the role of emerging economies. Chapter 14 in D. Elms & P. Low (Eds.) Global value chains in a changing world, WTO Publications: Geneva, 329-360.

Henderson, J., Dicken, P., Hess, M., Coe, N., & Yeung, H. W. C. (2002). Global production networks and the analysis of economic development. Review of international political economy, 9(3), 436-464.

Kano, L. (2017). Global value chain governance: A relational perspective. Journal of International Business Studies, 1-22.

Lema R., Pietrobelli C., and Rabellotti R., forthcoming. Innovation in global value chains. In G. Gereffi, S. Ponte & G. Raj-Reichert, 2019, Handbook on Global Value Chains, Edward Elgar: Cheltenham, UK and Lyme, US.

Lema R., Rabellotti, R., & Sampath, P. (2018). Innovation trajectories in developing countries: Co-evolution of global value chains and innovation systems. The European Journal of Development Research, 30(3): 345-363.

Mayer, F., & Gereffi, G. (2010). Regulation and economic globalization: Prospects and limits of private governance. Business and Politics, 12(3), 1-25.

McKinsey Global Institute (2019). Globalization in transition: the future of trade and value chains. https://www.mckinsey.com/~/media/mckinsey/featured%20insights/innovation/globalization%20in%20transition%20the%20future%20of%20trade%20and%20value%20chains/mgi-globalization%20in%20transition-the-future-of-trade-and-value-chains-full-report.ashx

Miroudot, S., D. Rouzet and F. Spinelli (2013), “Trade Policy Implications of Global Value Chains: Case Studies”, OECD Trade Policy Papers, No. 161, OECD Publishing. http://dx.doi.org/10.1787/5k3tpt2t0zs1-en

Pietrobelli, C. and Rabellotti, R. (2011). Global Value Chains Meet Innovation Systems: Are There Learning Opportunities for Developing Countries? World Development, 39(7), 1261–1269. http://doi.org/10.1016/j.worlddev.2010.05.013

Pietrobelli, C. and Staritz, C. (2018). “Upgrading, Interactive Learning, and Innovation Systems in Value Chain Interventions”, European Journal of Development Research, https://doi.org/10.1057/s41287-017-0112-5

Sako, M., & Zylberberg, E., forthcoming. Supplier strategy in global value chains: shaping governance and profiting from upgrading. Socio-Economic Review.

Taglioni, D. and Winkler, D. (2016). Making Global Value Chains Work for Development. The World Bank: Washington. http://doi.org/10.1596/978-1-4648-0157-0

Tokatli, N. (2012). Toward a better understanding of the apparel industry: a critique of the upgrading literature. Journal of Economic Geography, 13(6), 993-1011.

Van Assche, A. (2017). Global value chains and the rise of a global supply chain mindset. Chapter 13 in S. Tapp, A. Van Assche & R. Wolfe (eds.), Redesigning Canadian Trade Policies for New Global Realities, McGill-Queen’s University Press: Montréal, 183-208.

Van Assche, A., & Van Biesebroeck, J. (2018). Functional upgrading in China's export processing sector. China Economic Review, 47, 245-262.

Globalization and Nigerian Oil explores the effects of globalization through the case of Nigeria. Participants take on the role of one of the parties involved in the political economy of the Niger River delta region of Nigeria—either the government, a non-governmental organization, a multinational corporation, or an ethnic group within Nigeria—and participate in negotiations about the future shape of the petroleum industry. This simulation is a part of a series of simulations by the University of Maryland-based ICONS Project.

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

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

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

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

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

TOPICS

The interaction between product market and capital market strategies

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

Culture and capital markets

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

The role of distance

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

The role of innovation

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

Institutional environments and their implications on capital market strategies

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

Liabilities of Foreignness

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

Informal capital market strategies

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

Governance and capital market strategies

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

The role of trust

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

Third parties and capital market strategies

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

Processes

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

Performance

  • What accounts for success in foreign capital markets? How do strategies for firms seeking debt capital differ from those seeking equity? How do home and host country factors determine the outcome of these strategies?
  • While many of the firms that make their initial public offerings go on to succeed, what is often overlooked is the fact that more than half of these firms actually delist within the first few years (Doidge, Karolyi, and Stulz, 2010). What are the factors that account for the delisting of firms on foreign exchanges?

SUBMISSION INSTRUCTIONS

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

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

REFERENCES

Bell, R. G., Filatotchev, I., Rasheed, A. 2012. The liability of foreignness in capital markets: Sources and remedies. Journal of International Business Studies, 43(2): 107-122.

Bhattacharya, U., Galpin, N., Haslem, B. 2007.  The home court advantage in international corporate litigation. Journal of Law and Economics, 50: 625-659.

Bruton, G., Ahlstrom, D., Puky, T. 2009. Institutional differences and the development of entrepreneurial ventures: A comparison of the venture capital industries in Latin America and Asia.  Journal of International Business Studies, 40: 762-778.

Doidge, C., Karolyi, A., Stulz, R., 2010. Why do foreign firms leave U.S. equity markets? Journal of Finance 65, 1507-1553.

French, K., Poterba, J. 1991. Investor diversification and international equity markets.  The American Economic Review, 81(2): 222-226

Frésard, L., Salva, C. 2010. The foreign firm discount. Working Paper, HEC School of Management, HEC Paris.

Guiso, L., Sapienza, P., Zingales, L. 2009.  Cultural biases in economic exchange?  Quarterly Journal of Economics, 124(3): 1095–1131.

Schmeisser, B. 2013. A systematic review of literature on offshoring of value chain activities. Journal of International Management, 19(4), 390-406.

Zaheer, S. 1995. Overcoming the liability of foreignness. Academy of Management Journal, 38(2): 341-363.

GlobalScholar, developed by The Center for Global Education, contains information to help students prepare for their trip abroad. The site contains different courses to assist students in studying and traveling abroad. A free registration is required for full access to its services.

GLO-BUS is an online exercise where teams of students run a digital camera company in head-to-head competition against companies run by other class members. Companies compete in a global market arena, selling digital cameras in four geographic regions. Students must make decisions relating to all aspects of operations including R&D, product line selections, production, outsourcing, pricing, marketing, and finance. Registration is required.

Go Overseas contains information regarding study abroad programs, teaching abroad, internships abroad, language schools, volunteer work, and gap year programs. The site offers specific information on a large collection of study abroad programs and allows users to search for them by country, subject, or term. In addition, the site lists its most popular study abroad programs as well as allows viewers to read reviews on existing programs and articles related to studying abroad.

GoAbroad contains information on a variety of different international opportunities, including study abroad, internships abroad, language schools, teaching opportunities, and volunteer work. In addition to hosting information on these opportunities, the site also features information on scholarships, insurance, hostels, and other travel resources. The site is designed for high school students and older.

The Chair of Institutional and Innovation Economics, especially Japan/East Asia, Department of Management and Microeconomics at Goethe University Frankfurt am Main, invites applications for a
Ph.D. research position / Post Doc
(E13 TV-G-U, part-time 50%)

The appointment term is May 01, 2013 - January 31, 2017 (pending final approval of the AFRASO program by the Ministry).  

Activities include original research and fieldwork in Africa, participating in the day-to-day activities of the project, and producing both sole-authored and co-authored publications. Based in Frankfurt, the post will require travel overseas for up to 32 weeks in Africa over the four years period of employment. The position provides a great opportunity for independent research, and in particular for preparation of a doctoral dissertation.  

Requirements are an above-average master or “Diplom” degree either in economics or business administration, or applicants have passed the first year in an economic/ management science PhD program with distinction.

The successful candidate will have relevant research experience, preferably relating to management, field experiments and/or developmental economics.  

The research project is part of the Research Program “AFRASO – Africa’s Asian Options: New Interactions between Africa and Asia” that is jointly organized by the Interdisciplinary Center of East Asian Studies (IZO) and the Center for Interdisciplinary Research on Africa (ZIAF) of the Goethe University. Pending final approval, the AFRASO research program will be funded by a special grant from the Federal Ministry of Higher Education and Research of Germany.  The project will explore Japanese management practices in Africa. 

Your application should be in English or German and include a cover letter, CV, grade transcripts and up to two Letters of Recommendation). Please submit to Prof. Dr. Cornelia Storz, Chair of Institutional and Innovation Economics, Faculty of Economics and Business Administration at Goethe University Frankfurt, RuW Post Box 56, Grüneburgplatz 1, 60323 Frankfurt am Main, Germany or via email to storz@wiwi.uni-frankfurt.de (attachments should be in PDF-Format). The application deadline is October 1, 2013. 

9 Doc/Post-doc positions (IZO, Goethe University, Frankfurt/Main)

Beginning in January 2014, the Interdisciplinary Centre of East Asian Studies (IZO) at Goethe University Frankfurt/Main will launch a new research project “Protecting the weak” with support from the Volkswagen Foundation´s initiative “Key Issues for Academia and Society”. The project investigates how new public claims for the protection of weak groups and interests in contemporary Japan and China are gaining social acceptance against the historical backdrop of East Asian constructions of modernity. Based on four comparative case studies devoted to (1) disaster victims, (2) employee wellbeing, (3) cultural heritage and (4) animal welfare, the project members will analyze the interactive processes of “protecting the weak” at the intersections of international and domestic spheres (for details: www.izo.uni-frankfurt.de/44349637/Protecting-the-Weak).

Within the framework of this interdisciplinary research project, the faculties of law (FB01), economics (FB02), social sciences (FB03) and linguistics, cultures, and arts (FB09) at Goethe University are searching for candidates to fill

8 Ph.D./Post Doc Positions
(E13 TV-G-U, part-time)

subject to receiving funding by VolkswagenStiftung, initially for three years.

The successful Post Doc/PhD applicants are expected to investigate one of the topics (1) – (4) mentioned above with regard either to Japan or China.

1 Post Doc Position
(E 13 TV-G-U, fulltime)

subject to receiving funding by VolkswagenStiftung , initially for three years.

The successful candidate will do research on the history of the reception and appropriation of foreign ideas on protecting the weak in late 19th and early 20th century Japan and China. He or she will also examine the question of how the emergence of modern practices of protection is related to indigenous traditions of philanthropy and religious beliefs.

Eligibility: Candidates must hold an excellent master’s (Post Doc: doctoral) degree or equivalent in Chinese studies, Japanese studies, history, law, economics/management, political sciences, sociology or other relevant disciplines. Proficiency in English as well as Japanese and/or Chinese is essential.  All candidates must be willing and able to regularly participate in the activities of the integrative research project.

We offer:

an inspiring interdisciplinary research environment,
a thriving international network, and
special funds for research in Japan or China.

To apply, send your cover letter, curriculum vitae, academic transcripts, sample of publications and/or a short summary of your Master thesis/outline of your Ph.D. dissertation as well as names and contact details of two referees until 30.09.2013 via email to Prof. Dr. Heike Holbig (Holbig@soz.uni-frankfurt.de).Goethe University Frankfurt is an equal opportunity/affirmative-action employer. In case of equality of qualification and suitability of applicants, the applications made by female researchers will be given preferential consideration. We also encourage and welcome applications from disabled persons.

Management and Organization, Special Issue on “Governance in Family Firms: Antecedents, Mechanism, and Consequence ":

http://www.taom.org.tw/journal_O.php#tabs-3

 Management and Organization is a TSSCI and CSSCI ranking journal.

This special issue welcomes manuscripts in English or Chinese.

Submission Deadline: November 30, 2019

Submission Link: http://www.ipress.tw/J0102

 

Additional Information:

Enquiry and Special Issue Guest Editors

Zong-Rong Lee, Academia Sinica, Taiwan, e-mail: zlee@sinica.edu.tw

Hsi-Mei Chung, I-Shou University, Taiwan, e-mail: smchung@isu.edu.tw

Special Issue Theme Introduction

Governance is the methods to keep the entity run in the right way and get the good consequences. Governance will be related with a subject, such as the corporate or the government. From 1980, corporate governance is a hot issue in the management, finance or the law field. The aim of corporate governance is to enhance the corporate operation and performance as well as protecting the stakeholders’ interests by external and internal governance mechanism designs (Shleifer & Vishny, 1997;OECD, 2004). Whether corporate governance works is contingent on who is the controller, and the aim of the controller can meet other stakeholder’s interests or not (Aguilera & Crespi-Cladera, 2016; Davis, 2005). Family and the family owners are one kind of important controller in the corporate history (Morck, 2000, 2007). The importance of family and the owners as the corporate controllers will be related with the governance issues and also the discussion on what kind of “good way” for corporate and for the family.

In the past few decades, scholars have addressed the governance issues in the family firms from the angles of corporate governance. In that, we got fruitful research on whether ownership, management and board structure may influence the governance and the consequences in a family firm (e.g., Aguilera & Crespi-Cladera, 2012; Carney, 2005; Kumar & Zattoni, 2016). In the same time, there are scholars highlight the family governance concept and indicate the differences of the family goal with the corporate goal in a family firm (e.g., Le Breton-Miller & Miller, 2006, 2018 ; Miller & Le-Breton-Miller, 2006). However, either addressing corporate governance issues in a fmaily firm or family governance issues, studies need to indictae specifically how, why, and for what consequence that family will influnece the coproate (Gersick & Feliu, 2013; Jennings, Breitkreuz, & James, 2013; Payne, 2018).

Family firm is a kind of complex organization that combines with the family and the firm entity. In order to know deeply how, why, and for what consequences that family will influence the corporate, Organization and Management journal calls a special issue on “Governance in Family Firms: Antecedents, Mechanism, and Consequence”. We sincerely welcome scholars from different disciplines, such as management, sociology, psychology, history, law, or even the anthropology, to submit the manuscript in Chinese or English.

We seek to advance the family firm studies by encouraging the followings topics (not limited to these topics):

  1. Cultural environment and the governance in the family firms
  2. Institutional context and the governance in the family firms, for example, corporate law and the governance in a family firm
  3. Family control and the social performance consequences
  4. Family control and the corporate strategy or performance
  5. Family dynamics and the succession in a family firm
  6. Governance in a family business group or in a public family firm
  7. Organizational attributes in a family firm and the social capital in a family firm

 References

  1. Aguilera, R. V., & Crespi-Cladera, R. 2012. Firm family firms: Current debates of corporate governance in family firms. Journal of Family Business Strategy, 3(2): 66-69.
  2. Aguilera, R. V., & Crespi-Cladera, R. 2016. Global corporate governance: On the relevance of firms’ ownership structure. Journal of World Business, 51(1): 50-57.
  3. Carney, M. 2005. Corporate governance and competitive advantage in family-controlled firms. Entrepreneurship Theory and Practice, 29(3): 249-265.
  4. Davis, G. F. 2005. New directions in corporate governance. Annual Review of Sociology, 31(1): 143-162.
  5. Gersick, K. E., & Feliu, N. 2013. Governing the family enterprise: Practices, performance and research. In Leig Melin, Matitias Nordqvist, & Pramodita Sharma (Eds.), SAGE Handbook of Family Business: 196-225. London, Sage Publications Ltd.
  6. Kumar, P., & Zattoni, A. 2016. Family business, corporate governance, and firm performance. Corporate Governance: An International Review, 24(6): 550-551.
  7. Le Breton-Miller, I., & Miller, D. 2006. Why do some family business out-compete? Governance, long-term orientations, and sustainable capability. Entrepreneurship Theory and Practice, 30(6): 731-746.
  8. Le Breton‐Miller, I., & Miller, D. 2018. Looking back at and forward from: “Family Governance and Firm Performance: Agency, Stewardship, and Capabilities”. Family Business Review, 31(2): 229-237.
  9. Miller, D., & Le-Breton-Miller, I. 2006. Family governance and firm performance: Agency, stewardship, and capabilities. Family Business Review, 19(1): 73-87.
  10. Morck, R. K. (Ed.). 2000. Concentrated Corporate Ownership. Chicago: The University of Chicago Press.
  11. Morck, R. K. (Ed.). 2007. A History of Corporate governance around the World: Family Business Groups to Professional Managers. Chicago: The University of Chicago Press.
  12. Organization of Economic Cooperation and Development (OECD). 2004. OECD Principles of Corporate Governance. Paris: OECD.
  13. Payne, G. T. 2018. Reflections on family business research: Considering domains and theory. Family Business Review, 31(2): 167-175.
  14. Sharma, P., Melin, L., & Nordqvist, M. 2013. Introduction: Scope, evolution, and future of family business studies. In Leig Melin, Matitias Nordqvist, & Pramodita Sharma (Eds.), The Sage Handbook of Family Business: 1-22. London, Sage Publications Ltd.
  15. Shleifer, A., & Vishny, R. W. 1997. A survey of corporate governance. Journal of Finance, 52(2): 737-783.

One of the major trends characterizing the beginning of the 21st century is the globalization of state owned enterprises (SOEs) and the role of the state as a cross-border investor. Of immediate relevance to international business (IB) scholars is the globalization of large SOEs from countries as diverse as France, Norway, China, Russia, India, Brazil, Kuwait, Saudi Arabia, Malaysia, and South Korea. While some of these SOEs focus on natural resource-based sectors such as metals, oil, and gas, others specialize in technology-based segments such as nuclear power generation, automobile manufacturing, and telecommunication equipment or in services such as banking, transportation, or construction as part of their globalization programs. A relatively recent variation, the Sovereign Wealth Fund (SWF) has emerged as a key state-directed entity in the global financial and economic landscape, supporting the globalization of SOEs. While some of the SWFs have taken a more activist role in managing their portfolios, others have been far more passive, using their investments to build diplomatic bridges across countries and to secure goodwill for other projects that might be construed as national priorities.

Despite the rise of SOEs as a dominant force in the global economic landscape, IB scholars’ understanding of these firms remains sparse. Until recently, most SOEs conducted business within state borders and tended to be domestically focused and thus outside the domain of traditional IB research.
Much of the extant literature in IB has tended to characterize governments and business as antagonists, bargaining over shares of rents in host country contexts, as illustrated by Vernon (1971). Some leading political economists even accentuate the negative effects of foreign direct investment (FDI), encouraging governments to view MNCs with suspicion. These historical viewpoints are ripe for change since many progressive governments have adopted multiple ways of attracting FDI to their own countries while systematically exploring opportunities to invest abroad.

This special issue offers a unique opportunity to consider the role of governments as promoters of international business activity and to challenge and extend existing theories of the multinational along interdisciplinary lines. Since SOEs sit at the important crossroads between international business and political economy, IB research can significantly benefit from insightful examinations of the intersection of these two fields. In particular, the linkage between home country policies that promote the globalization of domestic SOEs in support of national objectives (e.g., securing access to natural resource supplies for other domestic firms) and the development of state-to-state relationships with countries that are host to critical resources is likely to be a crucial one that can further our understanding of this cross-disciplinary domain.

The successful internationalization of some SOEs creates a challenge to existing theoretical approaches and assumptions about the competitiveness and behavior of state-owned firms, the drivers and behavior of multinational companies, and the relationships between multinationals and governments. The special issue aims to improve our understanding of this phenomenon as well as to promote extension of current theories to account for this new phenomenon. Moreover, analyzing the internationalization of SOEs can serve as a good incubator for interdisciplinary ideas from a range of fields that straddle the periphery of the traditional IB domain such as the study of business and government, developmental economics, financial management, industrial policy, and public sector management. By building a common platform drawing on eclectic contemporary work, IB scholars can help address the core issues that dominate debates on the global role of SOEs, SWFs, and state sponsored FDI sourcing agencies that are collectively reshaping the impact of the state in global economic activity.


Topics for the Special Issue
While state ownership opens many questions and potential research avenues, we particularly welcome papers that span theoretical boundaries to create new frameworks and ideas that enhance our understanding of the complexities associated with state directed global investments. We favor papers that make quantum jumps in theoretical understanding over those that make incremental contributions. We will lean toward papers that embrace multiple theoretical traditions versus those that are more parochial in nature. Although some areas of inquiry, such as the well-established work on privatization, transitional economies, and emerging market multinationals, are all critical areas of work, this special issue will exclusively focus on the global relevance of SOEs and their impact on the global strategy landscape. We offer below a few possible questions to provide a flavor of what the special issue seeks to address. These questions are illustrative at best and are not intended to set boundaries in terms of the key themes of interest.

• Traditional IB research has tended to view cross-border businesses and governments as antagonists seeking to maintain their own spheres of control and focused on maximizing their own share of the benefits that accrue from economic activity. However, recent changes demonstrate that governments, through SOEs, can play the role of enablers of cross-border activity. How do home governments foster state-to-state relationships that help SOEs to access vital resources? How do such ventures share the risks and rewards?What mechanisms can be used to promote the stability of such ventures and shield them from changes in political climate? How do SOE-SOE partnerships perform? How do SOE-SOE partnerships effectively mitigate the risk of expropriation?

• Government ownership imposes unique demands on organizations as they strive to meet the different, often conflicting objectives of economic performance and national mission. How do prevailing theories of international strategic expansion account for the uniqueness of governments as owners? Since many of the original theories in IB research tend to revolve around privately owned organizations, how might a focus on government ownership enhance and extend prevailing theories of international growth and firm conduct in the global landscape?

• The pressures of responding to the numerous challenges of implementing a successful global strategy call for radically new ways of managing SOEs. It demands a departure from the typical unipolar, home-country centric view to a multipolar, global view of deploying assets, managing a global workforce, and pursuing strategies that build economic value outside the domain of the home country. How have SOEs transformed themselves as a result of the global exposure? How has this exposure altered the nature of the relationship between an SOE and its home country? What are the key determinants that drive the level of involvement of the State as the owner in major strategic decisions of a globalized SOE? Does the degree of involvement change with the success of the globalization efforts?

• Many resource-rich governments in the last decade launched SWFs to channel their excess revenues from booming commodity markets. However, relatively little is known about their behavior as investors. Are they are just another form of state-run pension funds, making international investments in a relatively passive and apolitical way? Or, are they multinationals with complex strategic and political agendas? What are the conditions under which these entities are able to use the power of capital to secure access to global assets, influence favorable policy treatment in the host country, or leverage reciprocal benefits?

Submission Process
All manuscripts will be reviewed as a cohort for this special issue.
Manuscripts must be submitted in the window between September 17, 2012, and October 5, 2012, at http://mc.manuscriptcentral.com/jibs. All submissions will go through the same double-blind review process that JIBS uses for regular manuscripts and follow the same norms and processes that have been established by the journal; see www.jibs.net.

For more information about this call for papers, please contact the Special Issue Editors.


About the Guest Editors
Kannan Ramaswamy (kannan.ramaswamy@thunderbird.edu) holds the William D. Hacker Chair of Management at the Thunderbird School of Global Management. Much of his recent work is set in emerging markets and explores the determinants of success in these settings and the creation of core competences by local firms that emerge as multinational enterprises from these countries.  He is also extensively involved in working with business leaders from a wide range of Fortune 100 companies across the world. He has authored over 50 refereed papers and 20 case studies.  His research has appeared in distinguished journals such as the Strategic Management Journal, Journal of International Business Studies, Academy of Management Journal, Management International Review, Journal of Management, and Journal of Business Research. Oxford University Press published his book Global Strategy: Creating and Sustaining Advantage Across Borders co-authored with Professor Andrew Inkpen.

Andrew Inkpen (andrew.inkpen@thunderbird.edu) holds the Seward Chair of Global Strategy at the Thunderbird School of Global Management.  His research has involved areas such as the management of joint ventures and strategic alliances, cross border and inter-firm knowledge management and transfer.  He is on the editorial boards of various journals, including Journal of International Business Studies, Strategic Management Journal, Organization Science, and Journal of Management Studies. He has extensive experience working with executives from a variety of industries and firms.  He has written more than 50 refereed research articles, more than 40 teaching cases, and numerous book chapters. He is the co-author of several textbooks and co-author of Global Strategy (Oxford: 2006; with Kannan Ramaswamy) and the Global Oil and Gas Industry: Management, Strategy and Finance (Pennwell: 2011).

Aldo Musacchio (amusacchio@hbs.edu) is an associate professor in the Business, Government, and International Economy Unit (BGIE) at the Harvard Business School and a Faculty Research Fellow at the National Bureau of Economic Research (NBER). He has a Ph. D. in Economic History from Stanford University.  His book, Experiments in Financial Democracy (Cambridge University Press, 2009) focused on how companies can adopt corporate governance practices that protect investors in relatively adverse legal and institutional environments. His current research project looks at the current state of state capitalism around the world, at turnarounds in state-owned enterprises, and at what works and does not work when government banks finance private companies (with a special focus on the case of Brazil). In addition to his scholarly work, he has also written several case studies on companies with a strong state owned heritage in emerging market settings. He advises nonprofits focused on education in Latin America and consults for state-owned enterprises in Latin America.

Alvaro Cuervo-Cazurra (A.CuervoCazurra@neu.edu) is an Associate Professor of International Business and Strategy at Northeastern University. He has a Ph.D. from the Massachusetts Institute of Technology and another from the University of Salamanca. He analyzes how firms internationalize and is currently studying the emergence of developing-country multinational firms. His geographical area of expertise is Latin America. His research appears in leading academic journals such as Academy of Management Journal, Journal of International Business Studies, Research Policy, and Strategic Management Journal, among others, and in several edited books. He is the reviewing editor of Journal of International Business Studies, and an editorial board member of Global Strategy Journal, Journal of World Business, Organization Studies, and Strategic Management Journal, among other journals. His research has received numerous awards, including best paper awards from the Academy of Management and European International Business Academy, and best dissertation in strategy from the Academy of Management.

Grammarly is a writing service that provides users with grammar, spelling, and punctuation assistance. Grammarly can be installed in browser, and will offer edits as the user types to improve clarity and accuracy in writing. Grammarly has a free version and requires registration with email.

Grand Valley State University Department of Management in the Seidman College of Business invites applications for faculty positions beginning in Fall 2022. The open position is for an Assistant Professor. Applicants are expected to have earned a Ph.D. or an appropriate terminal degree in Management or closely related field, with expertise in Intercultural Communications and International Business from an accredited institution by August 2022. The chosen applicant will be expected to teach courses in both the undergraduate and graduate programs. Salary is competitive. Visit our Web site at: jobs.gvsu.edu for more information, additional requirements, a full description of the position, and details on how to apply.

The Seidman College of Business, fully accredited by AACSB International, values and supports a blend of excellent teaching and scholarly productivity. The atmosphere at the Seidman College of Business is highly collegial, with opportunities for outstanding professional growth. The Grand Rapids community is a vibrant, exciting area, with significant leisure time activities available.

Candidates must be committed to GVSU’s vision of inclusion and equity. Grand Valley State University is an EOE, which includes providing equal opportunity for racial and ethnic minorities, women, protected veterans and individuals with disabilities. University policy extends protections to additional identities.

See www.gvsu.edu/affirmative/. TDD Callers: Call Michigan Relay Center at 711 (in State) or 1-800-833-7833 (out of State).

Provided by the British Broadcasting Corporation (BBC), this resource for learning Greek provides users with helpful resources to learn the basics of the Greek language. A guide to Greek, online lessons, and interactive games are all available on the homepage of the site, along with external links to other Greek courses online. Each online lesson on this site allows users to learn a basic Greek phrase, its pronunciation, its meaning, and the English translation of the phrase.

Overview of the Special Issues

 Green finance can be defined as comprising "all forms of investment or lending that consider environmental effect[s] and enhance environmental sustainability" It combines the world of ‘traditional’ finance and business with socially responsible and environmentally friendly behaviors. It plays an increasingly important role in mobilizing capital towards investments that help to fulfill commitments under the Paris agreement for climate change, or underpin efforts in achieving the UN Sustainable Development Goals (SDGs). It is an emerging arena for many participants, including individual investors, financial institutions and institutional investors, credit market participants, as well as other economic agents such as major energy producers and consumers – each of which harbor questions on how best to adopt it. Yet rapid growth in sub-fields of green finance, such as green bonds, stands testament to the appetite among both investors and users of capital, to embrace a new class of financial instruments that offers a different combination of financial and social returns.

Against the backdrop of a pressing global vulnerability to increasingly severe climatic change and the immediate need to reduce carbon emissions, huge investments are needed in green and climate-resilient infrastructure across the globe. According to the Global Environment Facility, an estimated $400-600 billion per annum is needed to finance the conservation of land, forests and water, and more than $350 billion of incremental capital to fund projects in renewable energy and energy efficiency. However, there’s a large gap between the required capital and the actual capital flows: the latest accounting of climate finance suggests the financing gap to be in the region of $70 billion*, while anecdotal evidence and views among practitioners suggest this may be a conservative estimate.

Green finance can be connected to the majority of the SDGs, and successes in achieving the SDGs may hinge on well implemented green finance solutions by firms, while simultaneously delivering co-benefits that enhance general business sustainability and reflect positively on firms environmental, social and governance performance metrics. Research regarding green finance is of critical importance to underpin sustainable development capable of benefiting the full spectrum of stakeholders and participants in domestic and global economies and international financial systems. The financial system has a unique ability to rapidly and continuously adjust and develop innovative mechanisms that direct finance to meet the development needs of an economy, allocating financial resources fairly and effectively while maintaining vigil over the need for financial efficiency. In order to mobilize required resources further research is needed to bridge an apparent knowledge gap, and make progress to answering the question: how to close the green-finance gap?

 In a recent report the Inter-Governmental Panel on Climate Change identified the mobilization of climate finance as critical to limiting global warming to 1.5◦C, and preventing catastrophic climate change. Climate finance is a rapidly emerging area of finance (at least into the mainstream) that takes as its aim the promulgation of investments targeted towards reducing vulnerability, and generally increasing the level of preparedness and/or resilience of human and ecological systems, to the negative impacts of climate change. Examples of projects that constitute climate finance include those that reduce emissions, enhance efforts to capture and store (sink) greenhouse gases, investment in renewable energy systems, smart cities etc. 

Mobilizing investments to the level necessary to reach the ‘1.5◦C pathway’ requires a major shift in investment patterns of both public and private financing, from regional, national, and international entities. Such a shift should be accompanied by enhanced rules, regulations, fiscal incentives and the creation of effective markets at the international, national, and sub-national levels to shift current and projected “business-as-usual” investments on to a different trajectory. Thus, advancing our understanding of the required enabling environment, and investigating the efficiency and effectiveness of various mechanisms and channels of climate finance are of critical importance for mobilizing and allocating financial resources reasonably and effectively to achieve global, national, and local climate change mitigation and adaptation goals.

The Special Issues of International Review of Financial Analysis and Finance Research Letters will directly address issues in this dynamic area of research and welcome a wide range of empirical methodologies and theoretical orientations addressing issues of material importance to future adoption of climate finance.

Toward these goals, the editors seek manuscripts that address research questions including, but not limited to:

  • Advantages and disadvantages of climate finance under different institutional and environmental contexts
  • Enabling environment for mobilizing climate finance – including dimensions of liquidity and secondary markets
  • Explorations of the role of governments in promoting green finance
  • Green investments and products and their interaction with traditional asset classes
  • Identification of the advantages and disadvantages of green finance under different institutional and environmental contexts
  • Investor demand for climate finance opportunities
  • The efficiency and effectiveness of climate finance
  • The interactions/associations between international fragmentation and domestic politics of green finance
  • The overlap/conflicts between international fragmentation (on investment opportunities) and domestic politics behind climate finance
  • The role of governments in promoting climate finance and/or attracting investors
  • Theoretical and applied contributions on sustainability-growth nexus in the sector
  • Uncovering of the effectiveness of green investments and financial products
  • Understandings of the nature and norms of green finance as a financial phenomenon

United Nations Framework Convention on Climate Change (UNFCCC). 2014. 2014 Biennial assessment and overview of climate finance flows report. UNFCCC, Bonn.

Volz, U., Bohnke, L., Kneierim, Richert, K., Rober, G-M., and Eidt, V. (2015) Financing the Green Transformation: How to Make Green Finance Work in Indonesia, Basingstoke: Palgrave Macmillan.

Krushelnytska, O. (2017) Introduction to green finance. Global Environment Facility (GEF). Washington, D.C.: World Bank Group. http://documents.worldbank.org/curated/en/405891487108066678/Introduction-to-green-finance

Submission deadlines

The project will progress on an expedited timeline, adhering to the fixed deadlines set out below. Please format and reference your paper according to the requirements of the journal to whom you are submitting. Note that Elsevier journals work on a “online first” publication model, so as and when papers are accepted they are available online, with full citeable articles available when the SI’s are published.  

Key dates:

(1) August 15th 2019 – Submission system open for submission of article
(2) May 30th 2020 – Deadline for submission of articles
(3) September 2020 – Special issue publication

About the Editors

Shunsuke Managi is the Distinguished Professor of Technology and Policy & Director of the Urban Institute at the Kyushu University, Japan. He has been awarded several national research grants on topics such as urbanization, transportation, energy, climate change, sustainability, and population change. He was a lead author for the Intergovernmental Panel on Climate Change (IPCC), a coordinating lead author for the Intergovernmental Platform on Biodiversity and Ecosystem Services (IPBES), and director for the Inclusive Wealth Report 2018 (IWR 2018). He is chief-editor of “Economics of Disasters and Climate Change” and “Environmental Economics and Policy Studies”, and co-editor of “Resource and Energy Economics”. He is co-chair of the Scientific Committee for the 2018 World Congress of Environmental and Resource Economists.

David Broadstock is Deputy Director for the Center for Economic Sustainability and Entrepreneurial Finance in the School of Accounting and Finance at The Hong Kong Polytechnic University. David’s research interests cover various aspects of the empirical economics of energy and the environment, with special interests in consumer behaviour and energy finance. David is currently Editor for The Energy Journal, and an Editorial Board Member of the British Journal of Management.

Jeffrey Wurgler is the Nomura Professor of Finance at New York University Stern School of Business. His research and teaching interests include corporate finance and behavioral finance. Before joining Stern in 2001, Professor Wurgler was the Robert B. and Candice J. Haas Assistant Professor of Corporate Finance at Yale School of Management. He has also been a Visiting Fellow at the University of Oxford Said Business School.Professor Wurgler received a Bachelor of Arts and Sciences degree from Stanford University and a PhD in Business Economics from Harvard University.

Grenoble Ecole de Management invites applications for a full-time position in strategy and innovation at the assistant or associate professor level with a research and teaching focus on the energy sector (starting date September 2013).

Grenoble Ecole de Management (www.grenoble-em.com) is a fast growing business school located at the foot of the French Alps in a vibrant and growing metropolitan area with a strong emphasis on high-tech industries (e.g. energy, nanotechnologies, and microelectronics). The School benefits from this community and has established a strong reputation in the management of technology and innovation. Grenoble Ecole de Management has the triple accreditation AACSB, EQUIS, and AMBA. Degrees awarded include Masters (with a specialized master in Energy Marketing and Strategy), MBAs, DBAs, and PhDs. Grenoble Ecole de Management is regularly ranked among the top 20 business schools in Europe; in 2010, its Master of International Business program was ranked 5th in the Financial Times Global Masters ranking. The School’s faculty has published in leading international journals such as Academy of Management Journal, Strategic Management Journal, Journal of International Business Studies, Research Policy, Energy Economics, Energy Journal, and Energy Policy. Resources for faculty include a generous research budget, and competitive compensation with an additional research-based bonus system.

The Management & Technology Department invites applications for a position at the assistant or associate professor level with a starting date of September 2013. New faculty will be expected to contribute, in particular, to the Department’s research efforts and reputation in strategy and innovation in the energy sector and teach mostly graduate and post-graduate courses in (one of) the fields of strategy and innovation.

Successful candidates should demonstrate their commitment and ability to conduct excellent academic research with the objective of publishing in top-ranked journals (more senior candidates should have an established international research record and network, junior candidates the potential to develop a top-level research agenda). Candidates should also demonstrate their ability to teach successfully for various levels and audiences and their willingness to be involved in the institution. A specific requirement for this position is the ability to reach out to business in the form of training courses, workshops and (applied) research. A good working knowledge of the French language would be a strong asset, but not a requirement.

Please submit your application materials (letter of motivation, curriculum vitae, 2 reference letters, and 3 recent publications or working papers) via email to the dean of faculty Jean-Philippe Rennard (jean-philippe.rennard@grenoble-em.com) and to Jonatan Pinkse (jonatan.pinkse@grenoble-em.com) before April 1, 2013.

JOB DESCRIPTION

  • Prepare and conduct classes including assessment and consultation with students, and engagement with Learning@Griffith and other educational technology.
  • Prepare and conduct tutorials and, in larger classes, manage and moderate the tutoring and assessment work of tutors and markers.
  • Review and improve research and teaching activities, and engage in continuing professional development related to research and teaching.
  • Convene programs and courses and contribute to curriculum development, including assurance of learning requirements of accreditation.
  • Lead supervisory teams, as primary supervisor, for RHD students. Supervise undergraduate student projects and dissertations.
  • Obtain funding from national and international research funding bodies. Conduct research in a professional and ethical manner. Disseminate research through the production of scholarly publications in high impact journals and scholarly books, as well as through other scholarly and professional media. 
  • Provide significant leadership in the operation of the Department, School or academic unit such as:
  • Fostering the research of other groups and individuals within the department or other comparable organisational unit.
    • The management and development of other staff. Mentor, coach and support the professional and career development of a group of staff and colleagues. 
    • Significant projects, programs, or initiatives
  • Provide leadership in interaction with external organisations (such as relevant professional associations and/or industry groups) to enhance research and teaching related links with these organizations.
  • Participate in the administrative and marketing activities of the Department and School, and in outreach to the community and/or profession.

 SELECTION CRITERIA

  • PhD in the International Business
  • Experience in academic leadership, including a record of building successful teams and driving performance in a large and complex organisational environment
  • Awareness of the issues surrounding the delivery of the relevant discipline at tertiary level and a national and international vision for the discipline
  • Substantial achievement in research, including an internationally competitive research record in a relevant field and research funding, including national and international grants
  • Demonstrated extensive experience in undergraduate and postgraduate teaching, course development, and coordination
  • Demonstrated evidence of quality in RHD student supervision (e.g. achievement of research higher degree completions)
  • Demonstrated ability to build effective working relationships: internally with faculty, staff, and students and externally with government, industry, and community stakeholders

HOW TO APPLY

Your application should include a covering letter in which you address the Selection Criteria on a “point by point” basis. In addition, your application should contain your full curriculum vitae including the following:

  • Address, telephone number(s) and email address
  • Names, telephone, and email contact of at least three referees (no contact will be made without your permission) 
  • Country of permanent residence 
  • Employment history, including present position and notice required; details of education, professional training, and qualifications
  • Details of relevant professional, consulting, or industry experience 
  • Research interests and list of publications
  • Research grants awarded; any other relevant information, such as offices held in professional bodies and community services

While not essential, it is desirable that applicants have research and/or teaching interests that build on existing areas of excellence in the Department and/or are aligned with Griffith Business School’s strengths. Send all information to michael.toohey@uni-recruit.com.au.

Griffith Business School is AACSN Internationally accredited, its MBA is 5 star rated, and the only Australian MBA in the Aspen Institute Top Global 100 (ranked 27th in 2009). A detailed information package is available from michael.toohey@uni-recruit.com.au

International Business

Hamdan Bin Mohammed Smart University a pioneer in e-learning and quality which is accredited by the Ministry of Higher Education and Scientific Research in the United Arab Emirates

HBMSU is seeking talented and well qualified Faculty to fill the following academic vacancies in its Dubai campus:

e-School of Business and Quality Management

  1. Professor in Operations and Total Quality Management
  2. Professor in Quantitative Analysis & Research Methodology
  3. Assistant/ Associate Professor/ Professor in Supply Chain Management / Logistics
  4. Assistant/ Associate Professor/ Professor in Innovation and Change Management
  5. Assistant/ Associate Professor/ Professor in Finance / Islamic Finance
  6. Assistant/ Associate Professor/ Professor in Project Management
  7. Assistant/ Associate Professor/ Professor in Human Resources Management

Required Qualifications & Skills for all faculty positions 

  1. Applicants must hold a PhD. Degree from an AACSB accredited University relevant to the discipline he is applying for.
  2. Adequate teaching experience in an accredited university at graduate and undergraduate levels at his current academic rank.
  3. Must be an active researcher in his discipline with excellent track record of scholarly journal publications.
  4. International experience and qualifications will be given preference.
  5. Experience in advising/ mentoring learners.
  6. Record of teaching at PhD. level and supervising PhD. Dissertations are required for associate professor and professor positions.
  7. Experience working in an online / e-learning environment will be given preference.
  8. Ability to develop and deliver professional short courses.
  9. Course / Curriculum development for on-line teaching is preferred.
  10. English language proficiency is a must.

Applications should be submitted online through the following link: http://www.hbmsu.ac.ae/employment/job-posts

Handbook of Research on Islamic Business Ethics will be published by Edward Elgar, UK. The Handbook aims to provide relevant theoretical background and to present the most recent results of empirical research on business ethics in Islam. That is, the Handbook aims to capture the state of the research and suggest a direction for future studies. The collection of chapters in the Handbook includes original conceptual and empirical contributions.   These chapters should enrich the field of business ethics while enabling researchers and practitioners to understand the nature and scope of Islamic business ethics.

Conceptual and empirical contributions are sought. Topics include, but are not limited to, the following: Ethical Foundations in Islam, Theology and Market Exchange, Market and Corporate Social Responsibility, Market Competition and Public Policy, Work Centrality  and Islamic Ethics, Social and Economic Justice, Employment and  Organizational Relations, Morality of Personal Responsibility, and Globalization and Human Dignity.

Please send about 200 word proposal on or before June 22, 2012, clearly explaining the purpose of the chapter, with an outline of issues to be discussed, and the likely contribution of the proposed chapter. Send submissions to Abbas J. Ali at aaali@iup.edu.

The case collection of the Harvard Business School includes case studies, teaching notes, background notes, case videos, and software ancillaries. This site also provides reprints from the Harvard Business Review and other journals.

The Department of International Business of HEC Montréal invites applications for faculty positions at all levels, tenured and tenure track, starting in June 2011. The positions are subject to budgetary approval. The candidate may specialize in any sub-field in international business, including but not limited to international strategy, international marketing, international economics and international finance. The successful candidate will be engaged in high-quality teaching and research on the practical challenges that companies face in the global economy.

ABOUT THE SCHOOL: Founded in 1907, HEC Montréal (www.hec.ca) is one of the oldest and largest business schools in North America. The School has over 12,000 students in its 38 management study programs, from the undergraduate to postgraduate levels, and employs close to 260 professors. Its MBA program is ranked 10th by Business Week among non-US business school world-wide and it is the only business school in North America to be accredited by the AACSB, EQUIS and AMBA.

ABOUT THE INTERNATIONAL BUSINESS DEPARTMENT: The Department of International Business consists of 13 full-time professors from diverse disciplinary backgrounds that share a common interest in the exploration of international business in the context of globalization and emerging economies. The Department offers a broad selection of courses in international business, offers an international business major at the B.A.A. level, a M.Sc. in international business, and an international business major at the Ph.D. level.

JOB QUALIFICATIONS: Candidates should hold or should anticipate completing a Ph.D. in international business or a related field by June 1, 2011. Candidates for associate or full professor should have an established record of quality research and teaching while candidates for assistant professor should be promising scholars. Successful candidates will be expected to publish research in major journals and to teach high-quality graduate and undergraduate courses.

Courses at HEC Montréal are primarily taught in French, with a growing number of courses also given in English and Spanish. The School's inception program provides excellent support to learn French in order to become fluent within two years. The School has top-tier teaching and research facilities. Research publication is financially rewarded.

APPLICATION PROCEDURE: Professors Bernard Sinclair-Desgagné (department chair), Marlei Pozzebon and Ari Van Assche will conduct interviews at the AOM. To schedule an interview, candidates should before July 31, 2010 e-mail a curriculum vitae, a brief cover letter that summarizes research and teaching experience, and the names of three references to Prof. Van Assche (ari.van-assche@hec.ca). Other materials will be requested at a later date as necessary.

Those not attending the AOM meetings should before September 1, 2010, e-mail Prof. Van Assche their curriculum vitae, a cover letter that summarizes research and teaching experience, teaching evaluations and three samples of scholarly work (including at least one full paper). Furthermore, the applicant should arrange to have three letters of reference e-mailed or sent to the following address:

Associate Professor Ari Van Assche
Service de l'enseignement des affaires internationales
HEC Montréal
3000 Chemin de la Côte-Sainte-Catherine
Montréal, Québec

The Department of International Business of HEC Montréal is recruiting a new faculty member (full-time Assistant, Associate or Full Professor) starting in June 2019. We have particular needs in the fields of international business analytics and international strategic management, but will also consider excellent candidates from other domains of international business. The successful candidate will engage in high-quality research and teaching on the changing global economic landscape and the practical challenges that it entails for companies.

Founded in 1907, HEC Montréal (www.hec.ca ) is one of the oldest and largest business schools in North America. The School has more than 13,000 students in its 38 business programs, from the undergraduate to postgraduate levels, and employs more than 220 tenure or tenure-track professors. It was the first business school in North America to be accredited by all three agencies AACSB, EQUIS and AMBA. Its M.Sc. and MBA program consistently rank among the world’s best. The Department of International Business (www.hec.ca/affint) consists of 16 full-time professors from diverse disciplinary backgrounds. Faculty members have published their research in various leading academic journals including Econometrica, Journal of Business Ethics, Journal of Development Economics, Journal of Economic Geography, Journal of International Business Studies, Journal of Management Studies, Management Science, Regional Studies, Research Policy, Strategic Management Journal and World Development. The Department offers a broad selection of MBA courses in international business, offers an international business major and minor at the B.A.A. level, a M.Sc. in international business, and an international business major at the Ph.D. level.

Candidates should have the following qualifications:

  • Ph.D. in international business or a related field by June 1, 2019.
  • An established record or high potential of solid scholarly research commensurate with rank.
  • Passionate about teaching and interacting with students at various levels.
  • Willing to learn French. The School’s inception program provides excellent support (including teaching load reduction) to become fluent in French within two years.

Application procedure: Interested candidates should e-mail the following documents to Chantal Boucher (chantal.2.boucher@hec.ca) before September 1, 2018: curriculum vitae, a cover letter that summarizes research and teaching experience, teaching evaluations, a sample of recent publications. The applicant should also arrange to have three letters of reference sent to the same e-mail address.

AOM Annual Meeting (Chicago) Attendees: Interested candidates seeking to meet at AOM 2018 (schedules permitting) should email a CV to Gwyneth Edwards (gwyneth.edwards@hec.ca) no later than August 3, 2018.

HEC Montréal is committed to employment equity. In accordance with Canadian immigration requirements, the school will give priority to candidates who are either citizens or permanent residents of Canada. Candidates must indicate whether or not they meet this criterion.

The Department of International Business of HEC Montréal is recruiting new faculty members (full‐time Assistant, Associate or Full Professor) starting in June 2019. We have particular needs in the fields of International Management and International Strategic Management, but will also consider excellent candidates from other domains of international business. The successful candidate will engage in high‐quality research and teaching on the changing global economic landscape and the practical challenges that it entails for companies.

 HEC Montréal: Founded in 1907, HEC Montréal (www.hec.ca) is one of the oldest and largest business schools in North America. The School has more than 13,000 students in its 38 business programs, from the undergraduate to postgraduate levels, and employs more than 220 tenure or tenure‐track professors. It was the first business school in North America to be accredited by all three agencies AACSB, EQUIS and AMBA. Its M.Sc. and MBA program consistently rank among the world’s best.

 Department of International Business: The Department of International Business (www.hec.ca/affint) consists of 17 full‐time professors from diverse disciplinary backgrounds. Faculty members have published their research in various leading academic journals including Econometrica, Journal of Business Ethics, Journal of Development Economics, Journal of Economic Geography, Journal of International Business Studies, Journal of Management Studies, Management Science, Regional Studies, Research Policy, Strategic Management Journal and World Development. The Department offers a broad selection of MBA courses in international business, offers an international business major and minor at the B.A.A. level, a M.Sc. in international business, and an international business major at the Ph.D. level.

 Requirements: Candidates should have the following qualifications:

  • Ph.D. in international business or a related field by June 1, 2020.
  • An established record or high potential of solid scholarly research commensurate with rank.
  • Passionate about teaching and interacting with students at various levels.
  • Willing to learn French. The School’s inception program provides excellent support

(including teaching load reduction) to become fluent in French within two years.

 Application Procedure: Interested candidates should e‐mail the following documents to Chantal Boucher (chantal.2.boucher@hec.ca) before September 1, 2019: curriculum vitae, a cover letter that summarizes research and teaching experience, teaching evaluations, a sample of recent publications. The applicant should also arrange to have three letters of reference sent to the same e‐mail address.

 AIB Annual Meeting (Copenhagen) Attendees: Interested candidates seeking to meet at AIB 2019 (schedules permitting) should email a CV to David Pastoriza (david.pastoriza-rivas@hec.ca) no later than June 20, 2019.

HEC Montréal is committed to employment equity. In accordance with Canadian immigration requirements, the school will give priority to candidates who are either citizens or permanent residents of Canada. Candidates must indicate whether or not they meet this criterion.

The Department of International Business of HEC Montréal invites applications for multiple faculty positions at all levels, tenured and tenure track, starting in June 2013. We especially encourage applications of candidates in international strategy and international finance, but all areas of international business will be actively considered. The successful candidates will be engaged in high-quality teaching and research on the practical challenges that companies face in the global economy. The positions are subject to budgetary approval.

About the School: Founded in 1907, HEC Montréal (www.hec.ca) is one of the oldest and largest business schools in North America. The School has over 12,000 students in its 38 management study programs, from the undergraduate to postgraduate levels, and employs close to 260 professors. It was the first business school in North America to be accredited by all three agencies AACSB, EQUIS and AMBA. Its M.Sc. and MBA program consistently rank among the world’s best.

About the International Business Department: The Department of International Business (www.hec.ca/affint) consists of 15 full-time professors from diverse disciplinary backgrounds that share a common interest in the exploration of international business in the context of globalization and emerging economies. The Department offers a broad selection of courses in international business, offers an international business major at the B.A.A. level, a M.Sc. in international business, and an international business major at the Ph.D. level.

Job Qualifications: Candidates should hold or should anticipate completing a Ph.D. in international business or a related field by June 1, 2013. Candidates for associate or full professor should have an established record of quality research and teaching while candidates for assistant professor should be promising scholars. Successful candidates will be expected to publish research in major journals and to teach high-quality graduate and undergraduate courses.

Courses at HEC Montréal are primarily taught in French, with a growing number of courses also given in English and Spanish. The School’s inception program provides excellent support to learn French in order to become fluent within two years. The School has top-tier teaching and research facilities. Research publication is financially rewarded.

Application procedure: Professors Bernard Sinclair-Desgagné (department chair), Raja Kali, Marlei Pozzebon and Ari Van Assche will conduct interviews at the Academy of Management meetings in Boston (August 2-7, 2012). To schedule an interview, candidates should before July 15, 2012, e-mail a curriculum vitae, a brief cover letter that summarizes research and teaching experience, the job market paper, and the names of three references to Prof. Van Assche (ari.van-assche@hec.ca). Other materials will be requested at a later date as necessary.

Those not attending the AOM meetings should before September 1, 2012, e-mail Prof. Van Assche their curriculum vitae, a cover letter that summarizes research and teaching experience, teaching evaluations and three samples of scholarly work (including at least one full paper). Furthermore, the applicant should arrange to have three letters of reference e-mailed or sent to the following address:
            Associate Professor Ari Van Assche
            Service de l’enseignement des affaires internationales
            HEC Montréal
            3000 Chemin de la Côte-Sainte-Catherine
            CANADA  H3T 2A7
            ari.van-assche@hec.ca

HEC Montréal is committed to employment equity.  In accordance with Canadian immigration requirements, the school will give priority to candidates who are either citizens or permanent residents of Canada. Candidates must indicate whether or not they meet this criterion.

The Department of International Business of HEC Montréal is recruiting a new faculty member (full-time Assistant or Associate Professor) starting in June 2016. We have particular needs in the areas of international development, global knowledge and innovation management, and economic geography, but will also consider excellent candidates from other domains of international business. The successful candidate will engage in high-quality teaching and research on the changing global economic landscape and the practical challenges that it entails for companies and society. The position is subject to budgetary approval.

HEC Montréal: Founded in 1907, HEC Montréal (www.hec.ca) is one of the oldest and largest business schools in North America. The School has 13,000 students in its 38 business programs, from the undergraduate to postgraduate levels, and employs more than 260 professors. It was the first business school in North America to be accredited by all three agencies AACSB, EQUIS and AMBA. Its M.Sc. and MBA program consistently rank among the world’s best.

Department of International Business: The Department of International Business (www.hec.ca/affint) consists of 15 full-time professors from diverse disciplinary backgrounds. Faculty members have published their research in various leading academic journals including Econometrica, Entrepreneurship Theory and Practice, Journal of Business Ethics, Journal of Development Economics, Journal of Finance, Journal of International Business Studies, Journal of Management Studies, Management Science, Research Policy and World Development. The Department offers a broad selection of MBA courses in international business, offers an international business major at the B.A.A. level, a M.Sc. in international business, and an international business major at the Ph.D. level. At all levels, courses are taught in both French and English.

Requirements: Candidates should have the following qualifications:

  • Ph.D. in international business or a related field by June 1, 2016.
  • An established record or high potential of solid scholarly research commensurate with rank.
  • Passionate about teaching and interacting with students at various levels.
  • Willingness to learn French. The School’s inception program provides excellent support (including teaching load reduction and private lessons) to become fluent in French within two years.

Application procedure: Interested candidates should e-mail Professor Ari Van Assche (ari.van-assche@hec.ca) in English or in French before September 1, 2015 their curriculum vitae, a cover letter that summarizes research and teaching experience, teaching evaluations and a sample of recent publications. Furthermore, the applicant should arrange to have three letters of reference e-mailed to the same address.

HEC Montréal is committed to employment equity.  In accordance with Canadian immigration requirements, the school will give priority to candidates who are either citizens or permanent residents of Canada. Candidates must indicate whether or not they meet this criterion.

The Department of Management of HEC Montréal is recruiting at least one new faculty member in management (full-time Assistant or Associate Professor – tenure-track position) starting in June 2015. The successful candidate will engage in high-quality teaching and research in the area of corporate social responsibility and sustainability. The candidate will be expected to teach at the undergraduate, MSc, MBA and executive education levels. The position(s) is subject to budgetary approval.  

HEC Montréal: Founded in 1907, HEC Montréal (www.hec.ca) is one of the oldest and largest business schools in North America. The School has over 12,000 students in its 38 management study programs, from the undergraduate to postgraduate levels, and employs close to 260 professors. It was the first business school in North America to be accredited by all three agencies, AACSB, EQUIS and AMBA. The M.Sc. and MBA programs consistently rank among the best in the world.  

Department of Management: The Department of Management (http://www.hec.ca/en/management/index.html) consists of more than 50 full-time professors with diverse disciplinary backgrounds (management, strategy, sociology, psychology, history, anthropology). The department has a strong commitment to high-quality teaching, pedagogical innovation and research. The Department offers a broad selection of courses and specific programs in management and strategy, at the MBA, B.A.A., M.Sc. and Ph.D. levels. It also hosts a number of research chairs.

Requirements: Candidates should demonstrate the following:

  • Ph.D. in management and corporate social responsibility or a related field, completed by June 1, 2015.
  • Passionate about teaching and interacting with students at various levels. Some teaching experience is required (please attach your teaching evaluations).
  • A strong record of scholarly research, commensurate with the stage in the career.
  • Willingness to learn French. The School’s initial orientation program provides excellent support (including teaching load reduction) to become fluent in French within two years. The candidate is expected to teach in French after two years. 

Application procedure: Interested candidates should e-mail Anne Ducharme (anne.ducharme@hec.ca) by February 05th, 2015 with their curriculum vitae, a motivation letter that summarizes research and teaching experience, teaching evaluations and a sample of recent publications or working papers (if available). Candidates must clearly indicate ‘tenure track position in corporate social responsibility’ in the title of their email. Furthermore, the applicant should arrange to have letters of reference e-mailed or sent directly to:

Anne Ducharme

Secretaire Département du Management

Département du management, HEC Montréal

3000 Chemin de la Côte -Sainte- Catherine

Canada H3T 2A7.

Courriel : anne.ducharme@hec.ca

HEC Montréal is committed to employment equity.  In accordance with Canadian immigration requirements, the school will give priority to candidates who are either citizens or permanent residents of Canada. Candidates must indicate whether or not they meet this requirement.

The Department of Management of HEC Montréal is recruiting at least one new faculty member in management (full-time Assistant or Associate Professor  – tenure-track position) starting in June 2015. The successful candidate will engage in high-quality teaching and research in the areas of management skills and/or project management. The candidate will be expected to teach using case study pedagogy. The current courses focus on practice, action and self-knowledge. The position(s) is subject to budgetary approval.

HEC Montréal: Founded in 1907, HEC Montréal (www.hec.ca) is one of the oldest and largest business schools in North America. The School has over 12,000 students in its 38 management study programs, from the undergraduate to postgraduate levels, and employs close to 260 professors. It was the first business school in North America to be accredited by all three agencies, AACSB, EQUIS and AMBA. The M.Sc. and MBA programs consistently rank among the best in the world.

Department of Management: The Department of Management (http://www.hec.ca/en/management/index.html) consists of more than 50 full-time professors with diverse disciplinary backgrounds (management, strategy, sociology, psychology, history, anthropology). The department has a strong commitment to high-quality teaching, pedagogical innovation and research. The Department offers a broad selection of courses and specific programs in management, at the MBA, B.A.A., M.Sc. and Ph.D. levels. It also hosts a number of research chairs.

Requirements: Candidates should demonstrate the following:     

  • Ph.D. in management, social sciences or a related field, completed by June 1, 2015.
  • Passionate about teaching and interacting with students at various levels. Some teaching experience is required (please attach your teaching evaluations).
  • A strong record of scholarly research, commensurate with the stage in the career.
  • Willingness to learn French. The School’s initial orientation program provides excellent support (including teaching load reduction) to become fluent in French within two years. The candidate is expected to teach in French after two years.

Application procedure: Interested candidates should e-mail Professor Luciano Barin Cruz (luciano.barin-cruz@hec.ca) by October 15th, 2014 their curriculum vitae, a motivation letter that summarizes  research and teaching experience, teaching evaluations and a sample of recent publications or working papers (if available), and a teaching and research statement. Candidates must clearly indicate ‘tenure track position in management skills and/or project management’ in the title of their email. Furthermore, the applicant should arrange to have letters of reference e-mailed or sent directly to:

Luciano Barin Cru

Associate Professor

Recruitment Coordinator

Département du management
HEC Montréal
3000 Chemin de la Côte-Sainte-Catherine
CANADA  H3T 2A7
luciano.barin-cruz@hec.ca

HEC Montréal is committed to employment equity.  In accordance with Canadian immigration requirements, the school will give priority to candidates who are either citizens or permanent residents of Canada. Candidates must indicate whether or not they meet this requirement.

The Department of International Business of HEC Montréal is recruiting at least one new faculty member in international business (full-time Assistant or Associate Professor) starting in June 2014. The successful candidate will engage in high-quality teaching and research on the changing global economic landscape and the practical challenges that it entails for companies. The position(s) are subject to budgetary approval.  

HEC Montréal: Founded in 1907, HEC Montréal (www.hec.ca) is one of the oldest and largest business schools in North America. The School has over 12,000 students in its 38 management study programs, from the undergraduate to postgraduate levels, and employs close to 260 professors. It was the first business school in North America to be accredited by all three agencies AACSB, EQUIS and AMBA. Its M.Sc. and MBA program consistently rank among the world’s best.  

Department of International Business: The Department of International Business (www.hec.ca/affint) consists of 13 full-time professors from diverse disciplinary backgrounds. Faculty members have published their research in various leading academic journals including Econometrica, Entrepreneurship Theory and Practice, Journal of Business Ethics, Journal of Development Economics, Journal of Finance, Journal of International Business Studies, Journal of Management Studies, Research Policy and World Development. The Department offers a broad selection of MBA courses in international business, offers an international business major at the B.A.A. level, a M.Sc. in international business, and an international business major at the Ph.D. level.  

Requirements: Candidates should have the following qualifications:

Ph.D. in international business or a related field by June 1, 2014.
An established record or high potential of solid scholarly research commensurate with rank.
Passionate about teaching and interacting with students at various levels.
Willingness to learn French. The School’s inception program provides excellent support (including teaching load reduction) to become fluent in French within two years.

Application procedure: Interested candidates should e-mail Professor Ari Van Assche (ari.van-assche@hec.ca) before September 1, 2013 their curriculum vitae, a cover letter that summarizes research and teaching experience, teaching evaluations and a sample of recent publications. Furthermore, the applicant should arrange to have three letters of reference e-mailed or sent to the following address:  

Associate Professor Ari Van Assche
Service de l’enseignement des affaires internationales
HEC Montréal
3000 Chemin de la Côte-Sainte-Catherine
CANADA  H3T 2A7
ari.van-assche@hec.ca

 HEC Montréal is committed to employment equity.  In accordance with Canadian immigration requirements, the school will give priority to candidates who are either citizens or permanent residents of Canada. Candidates must indicate whether or not they meet this criterion.

The Higher School of Economics (HSE) invites applications for Assistant Professorships in all areas of Management including Strategy, Marketing, Human Resource Management and Managerial Economics. Applications for Associate and Full Professorships will also be considered. The HSE is a major Russian university which aspires to become an internationally recognized research university. The HSE is the only Russian university in the social sciences to receive the status of a “National Research University” in 2009 by the Russian federal government. The candidate would be expected to participate in the research activities of the university’s Centre for Advanced Studies – a collaborative endeavor with Moscow’s New Economic School. The appointments are for permanent positions and will be made for three years in the first instance, starting in September 2010, with reviews of teaching and research at the end of the first year and third year. JOB QUALIFICATIONS: Candidates must possess a Ph.D. in a field of management, economics, or related discipline. All degree requirements must be complete at the commencement of the appointment. The degree must be from a taught Ph.D. program with a strong research orientation. Priority will be given to those candidates with a proven ability to conduct high-level research. Applicants with experience of teaching advanced courses for graduate students are especially welcomed. EXPECTATIONS: The successful applicant will be expected to publish scholarly research in high quality academic journals, demonstrate superior teaching at the undergraduate and graduate levels, and advise bachelor and master students. The salary range for successful applicants will be between 1.5 to 1.8 million Russian rubles per year (Assistant Professor level). Exceptional candidates will be considered for a higher position and salary. Additionally, travel support, individual and joint research grants can be provided. APPLICATION PROCEDURE: Applicants should provide their CV, at least 2 letters of reference, a statement of research interest and job market paper. All materials, and any questions, should be addressed to Martin Gilman, Director, Centre for Advanced Studies at gilman@hse.ru no later than January 31, 2010. More information about the school and the Centre is available at the www.hse.ru/eng and www.cas.hse.ru Email for Applications: gilman@hse.ru Informational URL: http://www.hse.ru/eng For more information, phone: +7-495-628-7784

The Higher School of Economics (HSE) invites applications for a position of Assistant Professorship in any area of Management including Strategy, Marketing, Human Resource Management and Managerial Economics. Applications for Associate and Full Professorships will also be considered.

The HSE is a major Russian university which aspires to become an internationally recognized research university. The HSE is the only Russian university in the social sciences to receive the status of a “National Research University” in 2009 by the Russian federal government. The candidate would be expected to participate in the research activities of the university’s Centre for Advanced Studies – a collaborative endeavor with Moscow’s New Economic School. The appointments are for permanent positions and will be made for three years in the first instance, starting in September 2010, with reviews of teaching and research at the end of the first year and third year.

JOB QUALIFICATIONS
Candidates must possess a Ph.D. in a field of management, economics, or related discipline. All degree requirements must be complete at the commencement of the appointment. The degree must be from a taught Ph.D. program with a strong research orientation. Priority will be given to those candidates with a proven ability to conduct high-level research. Applicants with experience of teaching advanced courses for graduate students are especially welcomed.

EXPECTATIONS
The successful applicant will be expected to publish scholarly research in high quality academic journals, demonstrate superior teaching at the undergraduate and graduate levels, and advise bachelor and master students. The salary range for successful applicants will be between 1.5 to 1.8 million Russian rubles per year (Assistant Professor level). Exceptional candidates will be considered for a higher position and salary. Additionally, travel support, individual and joint research grants can be provided.

APPLICATION PROCEDURE
Applicants should provide their CV, at least 2 letters of reference, a statement of research interest and job market paper. All materials, and any questions, should be addressed to Martin Gilman, Director, Centre for Advanced Studies at gilman@hse.ru no later than March 22, 2010.

More information about the school and the Centre is available at www.hse.ru/eng and www.cas.hse.ru
Email for Applications: gilman@hse.ru
Informational URL: http://www.hse.ru/eng
For more information, phone: +7-495-628-7784

International Business and Trade

International Business Management

The Business Hindi Resource Guide is designed for students applying for jobs and internships in India by providing them with cultural and linguistic tools in order to successfully adapt to the socio-business environment in India. The guide provides various modules covering topics including socio-cultural etiquette, conversations in socio-business situations, business culture etiquette, sample business documents, and a glossary of Hindi business terms. 

The Hinrich Foundation offers a collection of short, video courses on international trade led by experts from policy, government, media, business and more. The format of these short courses allows participants to gain actionable and current knowledge about sustainable global trade.

Latinas and Latinos (hereinafter referred to as Latinos or Hispanics) are individuals who trace their heritage to Latin America or the Iberian Peninsula in Europe (Marin & Marin, 1991). Their economic importance in the Americas and the world is growing extensively. For instance, the Pew Hispanic Center estimated that Hispanics currently make up 15 percent of the U.S. population, and account for more than half (50.5%) of its population growth.  The U.S. Census Bureau (2010) also reported that the number of Hispanic-owned businesses increased by 43.7 percent to 2.3 million –more than twice the national rate of 18.0%--between 2002 and 2007.  Population forecasts suggest this group may become up to one third of the USA workforce by 2050, and their collective purchase power exceeded $1 Trillion in 2011. Internationally, after years of intense economic expansion, Portugal and Spain have been in trouble in the recent past, while most Latin American nations continue to show promising signs from a business perspective (Latin Business Chronicle, 2012).

Latinos around the world share commonalities in values, attitudes and other preferences that impact the behavior in organizations in a wide variety of ways.  The Latin American countries share with the Iberian nations a common religion, the mestizaje (mixing) of a number of races, over four hundred years of a generally shared history, and other factors that are often perceived as actionable similarities for managers with an interest in or responsibilities dealing with Hispanics.  But several commentators have warned us about the dangers of assuming that the commonalities apply to all individuals or even groups (Triandis, 1994; Vassolo, De Castro & Gomez-Mejia, 2011).  Socio-economic status, education, geographic endowments, mobility, skin color, gender, and other factors often overpower the similarities, creating a perfect storm in which even managers with the best intentions end up facing numerous challenges associated with managing such a diverse set of employees.

Clearly, Hispanics are an important group to study, but systematic, evidence-based research on work issues about them has been lagging in the Management as well as Industrial and Organizational Psychology (Blancero, DelCampo & Marron, 2007; Vassolo et al., 2011).  In particular, although empirical work on diversity has increased over the past two decades, there is a dearth of studies employing Hispanic/Latino samples (Blancero & DelCampo, 2012; Olivas-Luján, 2008). Cultural values and traditions are thought to affect the attitudes and behavior of individuals, and only by examining Latino samples can we understand how their unique culture and subcultures influence their behaviors (Knouse, Rosenfeld, & Culbertson, 1992; Olivas-Luján et al., 2009; Sanchez & Brock, 1996; Stone, Johnson, Stone-Romero & Hartman, 2006).

In this special issue we are seeking micro-oriented manuscripts that provide insight into issues related to Hispanics/Latinos/Latinas in organizations in any part of the world (e.g., Latin America, U.S., Canada, Europe, Asia, Africa).  We invite contributions that are empirical or conceptual in nature. We purposely have chosen to keep this call for papers broadly stated as we are interested in a broad conceptual network that can inspire future work on Latinos and workplace topics that affect them in the most influential ways.  However, it merits emphasis that the focus of the special issue is limited to individual and small group, not organizational levels of analysis. We invite authors to contact us with their ideas by May 1, 2012 so that we can discuss their suitability for this Special Issue.

The key themes and foci that we would like to explore include some of (but are not limited to) the following:
•       What are the cultural value differences between Hispanic/Latino subgroups (e.g., Argentineans, Brazilians, Cubans, Colombians, Hispanic-Americans, Mexicans, Peruvians, Puerto Ricans, etc.)?
•       What roles do cultural values play in behavior in organizations?
•       How does the intersection of race, skin color, ethnicity, socioeconomic status and gender affect behavior or preferences in Latinos and Latinas?
•       Do the current national (U.S., Canadian, British, French, etc.) human resource practices meet the needs or values of Latinos and Latinas?
•       What are the changing roles of gender and other drivers of diversity among Hispanics?
•       What factors affect mentoring relationships with Hispanics and in what ways?
•       How do cultural values influence job choice or reward preferences?
•       What organizational practices attract, motivate and retain Latinos and Latinas?
•       What factors influence the effectiveness of Hispanic managers or entrepreneurs?
•       What roles do language and bi- or multi-culturalism play in the behavior of Latinos?

Submission Guidelines:
The deadline for receipt of manuscripts is November 1, 2012.  Please contact the Special Issue Guest Editors via email by May 1, 2012 to increase the chances that your manuscript fits their editorial intentions. Please submit your manuscript in MS Word using the ScholarOne system on the journal's Manuscript Central website (http://mc.manuscriptcentral.com/jomp). If you have questions about using the system please contact Kay Wilkinson, Editorial Administrator (kwilkinson@emeraldinsight.com).  You should also specify that the manuscript is for the special issue on “Hispanics and Latin Americans in the Workplace.”

Manuscripts should follow the JMP submission guidelines outlined at http://www.emeraldinsight.com/jmp.htm. They should be no more than 6,000 words of text (not including tables, references or graphs). In addition, titles should be eight words or less.

In keeping with ethical standards of research, each author who submits a manuscript to JMP must ensure that the original data or results presented in the manuscript have not been published in whole or part elsewhere. The primary reason for this is that duplicate publication may distort the knowledge base in a field and may lead to erroneous inferences regarding a phenomenon. Authors for whom English is their second language are encouraged strongly to use an editing service prior to submitting their manuscripts. One example of such a service is Emerald Publishing Editing Services; information about these services can be found at the Emerald Publishing website (http://www.emeraldinsight.com/authors/index.htm). This Special Issue is open and competitive. Submitted papers will undergo the normal, double-blind, peer review process.

The Journal of Managerial Psychology obtained an impact factor of 2.15 in the 2010 report by Thomson Reuters.  Its acceptance rate is 15%. The average turnaround time is 45 days, with a range of 14 to 90 days.

Guest Editors:
Donna Maria Blancero, Bentley University, Waltham, MA (DBlancero@bentley.edu)
Miguel Olivas-Lujan, Clarion University of Pennsylvania, Clarion, PA (molivas@clarion.edu)
Dianna Stone, University of Texas, San Antonio, TX (DiannaStone@satx.rr.com)

References:
Blancero, D.M. and DelCampo, R.G. (2012), Hispanics at Work: A Collection of Research, Theory and Application, Nova Science Publishers, Hauppauge, NY.
Blancero, D.M., DelCampo, R.G. and Marron, G.F. (2007), Hired for Diversity: Rewarded for Conformity: Hispanics in Corporate America. The Business Journal of Hispanic Research, Vol. 1 No. 1, pp. 12-25.
Knouse, S. B., Rosenfeld, P. and Culbertson, A.L.  (1992), Hispanics in the Workplace, Sage Publications, Thousand Oaks, CA.
Latin Business Chronicle. (2012), "Latin America 2012: Economic Outlook", available at: http://www.latinbusinesschronicle.com/app/article.aspx?id=5458 (accessed 27 February 2012).
Sanchez, J.I. and Brock, P. (1996), Outcomes of Perceived Discrimination among Hispanic Employees: Is Diversity Management a Luxury or a Necessity? Academy of Management Journal, Vol. 39, pp. 704-720.
Stone, D.L., Johnson, R.D., Stone-Romero, E.F. and Hartman, M.  (2006), A Comparative Study of Hispanic-American and Anglo-American Cultural Values and Job Choice Preferences.  Management Research, Vol. 4, pp. 8-21.
Marin, G. and Marin, B. (1991), Research with Hispanic Populations, Sage Publications, Thousand Oaks, CA.
Olivas-Luján, M.R. (2008), Evidence-Based Management: A Business Necessity for Hispanics.  The Business Journal of Hispanic Research. Vol. 2 No. 2, pp. 10-26.
Olivas-Luján, M.R., Monserrat, S.I., Ruiz, J.A., Greenwood, R.A., Madero G., S., Murphy, E.F. and Santos, N.M.B.F. (2009), Values and Attitudes towards Women in Argentina, Brazil, Colombia and Mexico.  Employee Relations: The International Journal. Vol. 31 No. 3, pp. 227-244.
Triandis, H.C. (1994), Culture and Social Behavior, McGraw-Hill, New York, NY.
U.S. Census Bureau (2010), “Census Bureau Reports Hispanic-Owned Businesses Increase at More than Double the National Rate”, available at:  http://www.census.gov/newsroom/releases/archives/business_ownership/cb10-145.html (accessed 15 January 2012).
Vassolo, R.S., De Castro, J.O., and Gomez-Mejia, L.R. (2011), Managing in Latin America: Common Issues and a Research Agenda.  Academy of Management Perspectives. Vol. 25 No. 4, pp. 22-36.

Position: The Faculty of Commerce and Management of Hitotsubashi University in Tokyo seeks a Professor/Associate Processor/Lecturer, for a 1-2 year contract position (extendable to 4 years), beginning on in June or July 2012. Successful candidates will teach undergraduates in the newly initiated Global Leadership Program and also have time and resources to conduct their own research. They will also be expected to participate in Hitotsubashi University’s active research community, by interacting with PhD students and research faculty.

Qualifications:  Scholars at all levels are welcome to apply. PhD students who expect to receive their degree before April 2013 are eligible.  More senior professors who are interested in spending time on one of the most beautiful university campuses in Japan are also welcome. We are open to scholars from any discipline taught in business programs (management, strategy, marketing, finance, accounting, operations, etc.). Successful candidates will combine an emphasis on research with enthusiasm for teaching some of the best undergraduate students in Japan, and for contributing to the vibrant research community at Hitotsubashi University. Teaching and research-related activities will be conducted in English.

Compensation: Compensation will be based on age, educational background and research experience. Transportation to and from Tokyo is also included.

Procedure: Please submit the following documents to christina.ahmadjian@r.hit-u.ac.jp. The deadline for application is December 31, 2012.
1. Letter of application, including description of interest, research interests and teaching philosophy
2. Curriculum vitae
3. Copies of working papers or publications (up to 3, if available)
4. Names and contact information of 2 referees

For questions, please contact Professor Christina Ahmadjian at christina.ahmadjian@r.hit-u.ac.jp. Hitotsubashi University is one of the oldest and most prestigious universities in Japan, specializing in social sciences, with a strong emphasis on commerce and management. Hitotsubashi has a strong commitment to both research and teaching. More information about Hitotsubashi University is available at http://www.hit-u.ac.jp/index-e.html.

FRANK G. ZARB SCHOOL OF BUSINESS DEPARTMENT OF MARKETING AND INTERNATIONAL BUSINESS

Assistant Professor of Marketing & International Business

Hofstra University’s Department of Marketing & International Business invites applications for two anticipated full-time positions, one starting in Fall 2014 and the other starting in Fall 2015. Responsibilities include teaching undergraduate and graduate International Business and Marketing courses, research and professional activity and school service.

Doctoral degree (ABD’s will be considered), in marketing or international business and strong teaching abilities and research skills are required. Research and publications associated with international business and/or marketing are both required and supported.

Our Long Island suburban location offers close proximity to the New York Metropolitan area’s recreational, and cultural opportunities; and for those with your families, access to the best school districts in the nation. The department’s 15 full-time faculty has close to 400 Marketing and 90 International Business majors in the undergraduate and graduate levels. The Zarb School offers BBA, BBA/MBA, BBA/MS, MBA, EMBA, JD/MBA and MS degrees. Both undergraduate and graduate programs are AACSB accredited. For additional information about Hofstra University, please browse our website at: http://www.hofstra.edu/Academics/colleges/zarb/mkib/index.html

Applicants should provide a cover letter and resume, include copies of publications, provide course and teaching ratings, as well as a list of three references. Applications will be reviewed on a rolling basis until the position is filled.

Hofstra University is an equal opportunity employer, committed to fostering diversity in its faculty, administrative staff and student body, and encourages applications from the entire spectrum of a diverse community.

Applications may be submitted as attachments by e-mail to Anil.Mathur@hofstra.edu with “IB-MKT faculty application” in the subject line, or mailed directly to Dr. Anil Mathur, Professor & Chairperson, Department of Marketing & International Business, 222 Weller Hall 134 Hofstra University, New York 11549.

Business School of Hohai University (HHBS) invites applications for a faculty position at associate professor or full professor ranks. We are seeking for candidates with research interest in the field of Business Administration, Management Science & Engineering, Applied Economics, or related disciplines. Applicants are required to have a PhD degree in the business area and excellence in teaching and research.

Founded in 1983, Business School of Hohai University is one of the first management schools established in China. It is located in Nanjing, the capital city of Jiangsu Province. In the Eduniversal Ranking program of 2011 and 2012, HHBS ranks among one of the top 1000 business schools in the world. Aims at being an "internationalized, high level, mainstream, distinctive" business school, HHBS is speeding up the pace with the international standard.

Salary is competitive and will be commensurate with qualifications and experience. Fringe benefits include annual leave, medical/dental benefits, research grants, and housing allowance.

To receive full consideration, candidates should submit a detailed CV, statements of research and teaching interest, copies of research papers or publications, and names of three referees by email to sue9566@126.com as soon as possible, but no later than December 31, 2013.

Late applications may be considered.

HONG KONG BAPTIST UNIVERSITY SCHOOL OF BUSINESS

Hong Kong Baptist University has long been one of Asia's pathfinders in whole-person business education. HKBU School of Business is among just 1% of business schools worldwide with triple accreditation from AACSB International (The Association to Advance Collegiate Schools of Business), AMBA (Association of MBAs) and EQUIS (European Quality Improvement System). Information about the School can be obtained at http://www.hkbu.edu.hk/~bus.

Department of Management Professor (PR048/13-14)

Applications are invited for a Professor position in Management with an emphasis in Human Resources Management, Organisational Behavior, Strategic Management, international management and Entrepreneurship. Applicants must hold a PhD Degree and should be able to demonstrate commitment to excel in research and teaching. He/She should also be willing to work collaboratively with colleagues. Evidence of ability to publish in top-tier Management journals is essential.

Appointment will be made on a fixed-term contract commencing August 2014.

Remuneration package includes retirement/gratuity benefits, annual leave, medical and dental scheme, housing assistance and relocation allowance wherever appropriate. Salary will be commensurate with qualifications and experience.

Application Procedure: Applicants are invited to write in response to the requirements and provide an updated curriculum vitae and/or fill in the application form which is obtainable (a) by downloading from http://pers.hkbu.edu.hk/applicationforms; or (b) by fax at 3411-7799; or (c) in person from the Personnel Office, Hong Kong Baptist University, AAB903, Level 9, Academic and Administration Building, 15 Baptist University Road, Kowloon Tong, Kowloon. Completed application form should be sent to the same address. Please quote PR number on all correspondence. All applicants should send in their most recent teaching evaluation results and if appropriate, request two referees to send in confidential letter of reference to the Personnel Office direct. Applicants are also requested to send in samples of publications, preferably three best ones out of their most recent publications. Applicants not invited for interview 4 months after the closing date may consider their applications unsuccessful. All application materials including publication samples, scholarly/creative works will not be returned after the completion of the recruitment exercise unless upon request. Details of the University's Personal Information Collection Statement can be found at http://pers.hkbu.edu.hk/pics. The University reserves the right not to make an appointment for the post advertised, and the appointment will be made according to the terms & conditions then applicable at the time of offer.

Closing date: 21 September 2013 or until the position is filled

SCHOOL OF BUSINESS Department of Marketing

The Department of Marketing of Hong Kong Baptist University offers the following programmes: BBA in Marketing, BCom in Marketing, MSc in Global Marketing Management and PhD in Marketing. Information about the School of Business can be obtained at http://www.hkbu.edu.hk/~bus.

Chair Professor/Professor/Associate Professor/Assistant Professor/Research Assistant Professor (PR123/15-16T)

The Department invites applications for the above positions. Applications in all marketing fields will be considered. Applicants should have a relevant PhD degree. Candidates for Chair Professorship / Professorship / Associate Professorship should also have a strong track record of research and teaching accomplishments. Besides undergraduate and graduate teaching and high-quality research work, applicants are expected to supervise postgraduate thesis.

Initial appointment will be made on a fixed-term contract of up to three years commencing September 2016. Re-appointment thereafter is subject to mutual agreement and availability of funding. Remuneration package includes retirement/gratuity benefits, annual leave, medical and dental scheme, housing assistance and relocation allowance wherever appropriate. Rank and salary will be commensurate with qualifications and experience.

Application Procedure: Applicants are invited to write in response to the requirements and provide an updated curriculum vitae and/or fill in the application form which is obtainable

  • by downloading from http://pers.hkbu.edu.hk/applicationforms; or
  • by fax at 3411-7799 (local line only); or
  • in person from the Personnel Office, Hong Kong Baptist University, AAB903, Level 9, Academic and Administration Building, 15 Baptist University Road, Kowloon Tong, Kowloon.

Completed application form should be sent to the same address. Please quote PR number on all correspondence. Applicants are requested to send in samples of publications, preferably three best ones out of their most recent publications/works, statements of teaching and research interest and last three years of teaching evaluation results and if appropriate, invite two referees to send in confidential letter of reference to the Personnel Office direct. Applicants not invited for interview 4 months after the closing date may consider their applications unsuccessful. All application materials including publication samples, scholarly/creative works will not be returned after the completion of the recruitment exercise unless upon request.

Details of the University's Personal Information Collection Statement can be found at http://pers.hkbu.edu.hk/pics. The University reserves the right not to make an appointment for the post advertised, and the appointment will be made according to the terms and conditions then applicable at the time of offer.

Closing date: 12 December 2015

SCHOOL OF BUSINESS

Hong Kong Baptist University (HKBU) has long been one of Asia’s pathfinders in whole-person business education. HKBU School of Business is among just 1% of business schools worldwide with triple accreditation from AACSB International (The Association to Advance Collegiate Schools of Business), AMBA (Association of MBAs) and EQUIS (European Quality Improvement System). Our mission is to nurture visionary and ethical business leaders capable of meeting new challenges in a rapidly changing global economy. Information about the School can be obtained at http://www.hkbu.edu.hk/~bus.

Department of Marketing Associate Professor / Assistant Professor (PR286/16-17)

The Department of Marketing offers a full range of programs from BBA in Marketing and BCom in Marketing at the undergraduate level, to MSc in Global Marketing Management, MSc in Entrepreneurship & Global Marketing, and PhD in Marketing at the postgraduate level. The appointee is expected to conduct independent research in the fields of Socially Responsible Marketing, Innovation and Entrepreneurship, or International Business Strategy. He/She is also expected to teach courses related to Entrepreneurial Marketing, Digital Marketing, Event Management, or other marketing courses at the undergraduate and possibly at the postgraduate levels. Applicants must hold, or expect to hold, a PhD degree. They should be able to demonstrate commitment to excellence in research and teaching, and be willing to work collaboratively with colleagues. Evidence of the ability to publish in top-tier journals is required. Interviews may be arranged in the coming AMA Summer Conference in San Francisco, USA (4-6 August 2017) and/or in the HKBU campus in Hong Kong at a later stage.

The appointment is offered on a substantiable track. Initial appointment will be made on a fixed-term contract of up to three years commencing at an earliest available date. Re-appointment thereafter is subject to mutual agreement. Rank and salary will be commensurate with qualifications and experience. Information about the Department can be obtained at http://mkt.hkbu.edu.hk/eng/main/Index

Application Procedure

Applicants are invited to write in response to the requirements and provide an updated curriculum vitae and/or fill in the application form which is obtainable (a) by downloading from http://pers.hkbu.edu.hk/applicationforms; or (b) by fax at 3411-7799; or (c) in person from the Personnel Office, Hong Kong Baptist University, AAB903, Level 9, Academic and Administration Building, 15 Baptist University Road, Kowloon Tong, Kowloon. The completed application form should be sent to the same address. Please quote PR number on all correspondence. Applicants are requested to send in samples of publications, preferably three best ones out of their most recent publications/works, statements of teaching and research interest and recent teaching evaluation results. Applicants should also request two referees to send in confidential letters of reference to the Personnel Office direct. Applicants not invited for interview 4 months after the closing date may consider their applications unsuccessful. All application materials including publication samples, scholarly/creative works will not be returned after the completion of the recruitment exercise unless upon request. Details of the University’s Personal Information Collection Statement can be found at http://pers.hkbu.edu.hk/pics.

The University reserves the right not to make an appointment for the post advertised, and the appointment will be made according to the terms and conditions then applicable at the time of offer.

Closing date: 31 May 2017

SCHOOL OF BUSINESS

Hong Kong Baptist University has long been one of Asia's pathfinders in whole-person business education.  HKBU School of Business is among just 1% of business schools worldwide with triple accreditation from AACSB International (The Association to Advance Collegiate Schools of Business), AMBA (Association of MBAs) and EQUIS (European Quality Improvement System).  Information about the School can be obtained at http://www.hkbu.edu.hk/~bus.

Department of Management

Professor/Associate Professor (PR103-2/13-14T)

Applications are invited for a Professor/Associate Professor position in Management with an emphasis in Human Resources Management, Organisational Behavior, Strategic Management, Entrepreneurship and Research Methods.  Applicants must hold a PhD Degree and should be able to demonstrate commitment to excel in research and teaching.  He/She should also be willing to work collaboratively with colleagues.  Evidence of ability to publish in top-tier Management journals is essential.

Appointment will be made on a fixed-term contract commencing August 2014.  Remuneration package includes retirement/gratuity benefits, annual leave, medical and dental scheme, housing assistance and relocation allowance wherever appropriate.

Those who have responded to the advertisement posted in October 2013 need not re-apply. Rank and salary will be commensurate with qualifications and experience.

Salary will be commensurate with qualifications and experience.

Application Procedure:

Applicants are invited to write in response to the requirements and provide an updated curriculum vitae and/or fill in the application form which is obtainable by downloading from http://pers.hkbu.edu.hk/applicationforms. Completed application form should be sent to the Personnel Office, Hong Kong Baptist University, AAB903, Level 9, Academic and Administration Building, 15 Baptist University Road, Kowloon Tong, Kowloon, Hong Kong.  Please quote PR number on all correspondence.  All applicants should send in their most recent teaching evaluation results and if appropriate, request two referees to send in confidential letter of reference to the Personnel Office direct.  Applicants are also requested to send in samples of publications, preferably three best ones out of their most recent publications.  Applicants not invited for interview 4 months after the closing date may consider their applications unsuccessful.  All application materials including publication samples, scholarly/creative works will not be returned after the completion of the recruitment exercise unless upon request.  Details of the University's Personal Information Collection Statement can be found at http://pers.hkbu.edu.hk/pics.

The University reserves the right not to make an appointment for the post advertised, and the appointment will be made according to the terms & conditions then applicable at the time of offer.

Closing date: 30 April 2014 or until the position is filled

Established in 1991, the HKUST Business School is recognized globally as one of the world’s best business schools. Our Executive MBA Program, offered jointly with the Kellogg School of Management, has been ranked No. 2 by the Financial Times in its 2015 EMBA global rankings, marking the program’s eleven consecutive years in the top three in the ranking since 2005. Our MBA program has been ranked 1st in Asia Pacific and 14th globally in the 2016 Financial Times MBA rankings.

The Department of Management at HKUST aims to continue as a leading intellectual center for management research. The university provides a supportive research and teaching environment, attractive research funding, strong teaching support staff and leading-edge facilities. The management department has a group of productive faculty with great enthusiasm in conducting high quality management research, which is regularly published in premier management journals. Please browse our department website (www.bm.ust.hk/mgmt/) for information about the faculty, our teaching, current research programs, and about our research centers.

Applications and nominations are now invited for open rank faculty positions (tenured or tenure-track) in any area of management, including organizational behaviour, human resource management, business ethics, strategy, organization theory, innovation, or entrepreneurship. Applicants for the rank of assistant professor should have an earned doctorate in a relevant discipline (upon appointment) and demonstrated research potential. Demonstrated capacity for quality teaching is also required. For senior positions a strong record of published research in premier management journals, and a record of teaching in MBA/EMBA programs is required.   Appointment with tenure requires formal review. The language of instruction at HKUST is English.

Interested candidates are invited to email a letter of application and vita to Daphne Cheung at mgmtrec@ust.hk. Three reference letters should be sent by emailing to the address above or by mail to: MGMT Recruiting, Department of Management, LSK Business Building, The Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong. Review of applications begins on October 15, 2016 and will continue until the position is filled.

A special note for those attending this summer’s Academy of Management meeting in Anaheim: Candidates should send a CV to mgmtrec@ust.hk by July 26, 2016 to schedule a possible interview at the conference.

The School of Business and Management at the Hong Kong University of Science and Technology (HKUST) is seeking applicants at all ranks for teaching or tenure-track positions in the area of business ethics. Applicants should have an earned doctorate in a relevant discipline (upon appointment) and demonstrated capacity for excellent teaching of business ethics is required. Candidates who apply for tenure-track positions should excel in research with a strong record of published research in premier management journals or be able to demonstrate research potential. Appointment with tenure requires formal review. The language of instruction at HKUST is English.

Established in 1991, the HKUST Business School is recognized globally as one of the world's best business schools. Our Executive MBA Program, offered jointly with the Kellogg School of Management, has once again been ranked No. 1 by the Financial Times in its 2011 EMBA global rankings. Our MBA program now ranks No. 10 in the world in the annual Financial Times MBA rankings and among top ten on a three-year average.

The Department of Management at HKUST aims to continue as a leading intellectual center for management research. The university provides a supportive research and teaching environment, attractive research funding, strong teaching support staff and leading-edge facilities. The management department has a group of productive faculty with great enthusiasm in conducting high quality management research, which is regularly published in premier management journals. Please browse our department website (www.bm.ust.hk/mgmt/) for information about the faculty, our teaching, current research programs, and our research centers.

Interested candidates are invited to email (1) a letter of application, (2) vita and (3) teaching portfolio/evaluations (if available) to Daphne Cheung at mgmtrec@ust.hk. Applications will be processed as received and should be submitted no later than March 15, 2012. Shortlisted candidates will be required to provide three letters of reference to be considered for an on-campus interview.

The Hong Kong University of Science and Technology Department of Management Open Rank Tenured or Tenure-track Faculty Position

Established in 1991, the HKUST Business School is recognized globally as one of the world’s best business schools. Our Executive MBA Program, offered jointly with the Kellogg School of Management, has once again been ranked No. 1 by the Financial Times in its 2013 EMBA global rankings. Our MBA program ranks No. 11 in the world on a three-year average in the Financial Times MBA rankings.

The Department of Management at HKUST aims to continue as a leading intellectual center for management research. The university provides a supportive research and teaching environment, attractive research funding, strong teaching support staff and leading-edge facilities. The management department has a group of productive faculty with great enthusiasm in conducting high quality management research, which is regularly published in premier management journals. Please browse our department website (www.bm.ust.hk/mgmt/) for information about the faculty, our teaching, current research programs, and about our research centers.

Applications and nominations are now invited for an open rank faculty position (tenured or tenure-track) in strategy, organization theory, innovation, or entrepreneurship. Applicants for the rank of assistant professor should have an earned doctorate in a relevant discipline (upon appointment) and demonstrated research potential. Demonstrated capacity for quality teaching is also required.

For senior positions a strong record of published research in premier management journals, and a record of teaching in MBA/EMBA programs is required. Appointment with tenure requires formal review.

The language of instruction at HKUST is English. Interested candidates are invited to email a letter of application and vita to Daphne Cheung at mgmtrec@ust.hk. Three reference letters should be sent by emailing to the address above or by mail to: MGMT Recruiting, Department of Management, LSK Business Building, The Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong.

Review of applications begins on October 15, 2014 and will continue until the position is filled. A special note for those attending this summer’s Academy of Management meeting in Philadelphia: Candidates should send a CV to mgmtrec@ust.hk by July 20, 2014 to schedule a possible interview at the conference.

The Department of Management at HKUST aims to become a leading intellectual center for management research. Our university provides a supportive research and teaching environment, attractive research funding, strong teaching support staff and leading-edge facilities. The management department has a group of productive faculty with great enthusiasm in conducting high quality management research, whose research has been published in most of the top tier management journals. Please browse our department website (www.bm.ust.hk/mgmt) for information about faculty, teaching, research programs, as well as our research centers.

Applications and nominations are now invited for all ranks in entrepreneurship, with a particular preference for a senior rank (associate or full professor) to help the school develop programs in this area. Both regular (tenured or tenure track) and teaching track appointments are considered.

Applicants for assistant professor positions should have an earned doctorate in entrepreneurship, strategic management, organizational theory, or related discipline, and demonstrated research potential. Applicants for senior positions must have a strong record of published research in premier management journals. Demonstrated capacity for quality teaching is also required. Appointment with tenure requires formal review. The language of instruction at HKUST is English.

Interested candidates are invited to email a letter of application and vita to: mgmtrec@ust.hk (Ms. Daphne Cheung). Three reference letters should be sent by emailing to the address above or by mail to: MGMT Recruiting, Department of Management, Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong. Review of applications begins December 1, 2009 and will continue until the positions are filled.

Established in 1991, the HKUST Business School is recognized globally as one of the world’s best business schools. Our Executive MBA Program, offered jointly with the Kellogg School of Management, has been ranked among Top 2 by the Financial Times in its 2015 EMBA global rankings. Our MBA program ranks No. 12 in the world on a three-year average in the Financial Times MBA rankings.

The Department of Management at HKUST aims to continue as a leading intellectual center for management research. The university provides a supportive research and teaching environment, attractive research funding, strong teaching support staff and leading-edge facilities. The management department has a group of productive faculty with great enthusiasm in conducting high quality management research, which is regularly published in premier management journals. Please browse our department website (www.bm.ust.hk/mgmt/) for information about the faculty, our teaching, current research programs, and about our research centers.

Applications and nominations are now invited for open rank faculty positions (tenured or tenure-track) in strategy, entrepreneurship, organization behavior, and international management. Applicants for the rank of assistant professor should have an earned doctorate in a relevant discipline (upon appointment) and demonstrated research potential. Demonstrated capacity for quality teaching is also required. For senior positions a strong record of published research in premier management journals, and a record of teaching in MBA/EMBA programs is required.  Appointment with tenure requires formal review. The language of instruction at HKUST is English.

Interested candidates are invited to email a letter of application and vita to Daphne Cheung at mgmtrec@ust.hk. Three reference letters should be sent by emailing to the address above or by mail to: MGMT Recruiting, Department of Management, LSK Business Building, The Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong. Review of applications begins on January 15, 2016 and will continue until the positions are filled.

 

J.T. Li

Chair Professor and Head, Department of Management

Senior Associate Dean, School of Business and Management

Hong Kong University of Science and Technology

Clear Water Bay, Hong Kong

Tel: (852) 2358-7757

Fax: (852) 2335-5325

E-mail: mnjtli@ust.hk

Department of Management

Teaching Faculty Positions in Business Ethics and Organizational Behavior

The School of Business and Management now invites applications for teaching positions in the Department of Management in the area of business and management commencing August 2014.  The candidates will have primary responsibilities in the development and teaching of business and management courses (including Business Ethics, Organizational Behavior, Decision Making, General Management, and Leadership) for undergraduate and MBA students. Candidates should possess an earned doctorate in Business or a closely related discipline, with a demonstrated capacity for excellent teaching.

Both full time and part time positions will be considered. Initial appointment is for one or two years and may be renewable.  Salary is competitive with generous fringe benefits, including medical/dental benefits and annual leave for full time appointments.

Interested candidates are invited to email (1) a letter of application describing their teaching interests and experience, (2) a curriculum vitae, and (3) evidence of teaching effectiveness such as summaries of course evaluations to Ms Daphne Cheung at mgmtrec@ust.hk.  Applications will be processed as received and will continue until positions are filled. Shortlisted candidates will be required to provide three letters of reference to be considered for an on-campus interview.

Established in 1991, the HKUST Business School is recognized globally as one of the world’s best business schools.  The Department of Management is a leading intellectual center for management research with a group of productive faculty with demonstrated excellence in scholarship and teaching. The department provides a supportive teaching environment, strong teaching support staff, and leading-edge facilities.  The language of instruction at HKUST is English.

For further information about HKUST Business School and the Department of Management, please visit www.bm.ust.hk and www.bm.ust.hk/mgmt.

HKUST
Department of Management

Professor/Associate Professor in Organizational Theory/Strategy 

Established in 1991, the HKUST Business School is recognized globally as one of the world’s best business schools. Our Executive MBA Program, offered jointly with the Kellogg School of Management, has once again been ranked No. 1 by the Financial Times in its 2012 EMBA global rankings. Our MBA program now ranks No. 8 in the world in the annual Financial Times MBA rankings and among top ten on a three-year average.

The Department of Management at HKUST aims to continue as a leading intellectual center for management research. The university provides a supportive research and teaching environment, attractive research funding, strong teaching support staff and leading-edge facilities. The management department has a group of productive faculty with great enthusiasm in conducting high quality management research, which is regularly published in premier management journals. Please browse our department website (www.bm.ust.hk/mgmt/) for information about the faculty, our teaching, current research programs, and about our research centers.

Applications and nominations are now invited for a senior scholar at full or associate professor level in organizational theory and strategy. Applicants should have an earned doctorate in a relevant discipline and excel in research with a strong record of published research in premier management journals. Demonstrated capacity for quality teaching, especially in MBA/EMBA teaching, is also required. Appointment with tenure requires formal review. The language of instruction at HKUST is English.

Interested candidates are invited to email a letter of application and vita to Daphne Cheung at mgmtrec@ust.hk. Three reference letters should be sent by emailing to the address above or by mail to: MGMT Recruiting, Department of Management, LSK Business Building, The Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong. Review of applications begins on November 15, 2013 and will continue until the position is filled.

Department of Management

Open Rank Tenured or Tenure-track Faculty Position

Established in 1991, the HKUST Business School is recognized globally as one of the world’s best business schools. Our Executive MBA Program, offered jointly with the Kellogg School of Management, has once again been ranked No. 1 by the Financial Times in its 2013 EMBA global rankings. Our MBA program ranks No. 11 in the world on a three-year average in the Financial Times MBA rankings.

The Department of Management at HKUST aims to continue as a leading intellectual center for management research. The university provides a supportive research and teaching environment, attractive research funding, strong teaching support staff and leading-edge facilities. The management department has a group of productive faculty with great enthusiasm in conducting high quality management research, which is regularly published in premier management journals. Please browse our department website (www.bm.ust.hk/mgmt/) for information about the faculty, our teaching, current research programs, and about our research centers.

Applications and nominations are now invited for an open rank faculty position (tenured or tenure-track) in strategy, organization theory, innovation, or entrepreneurship. Applicants should have an earned doctorate in a relevant discipline and excel in research with a strong record of published research in premier management journals. Demonstrated capacity for quality teaching, especially in MBA/EMBA teaching, is also required. Appointment with tenure requires formal review. The language of instruction at HKUST is English.

Interested candidates are invited to email a letter of application and vita to Daphne Cheung at mgmtrec@ust.hk. Three reference letters should be sent by emailing to the address above or by mail to: MGMT Recruiting, Department of Management, LSK Business Building, The Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong. Review of applications begins on March 15, 2014 and will continue until the position is filled.

Objective of the Special Issue:

“The multinationalizing trend (is) widely recognized as similar in nature irrespective of the nationality of the parent company” – Raymond Vernon (quoted in Wilkins 1986: 202)

Vernon’s quote above presents an interesting hypothesis that is worthy of deeper examination. Does the home country of a multinational company (MNC) not matter much, as he asserts, or does it, and if so how? That is the main question explored in this special issue of the Journal of World Business.

The rise of new multinationals from emerging markets serves as a valuable natural experiment for probing the impact of a firm’s home country on its international strategy and behavior (Ramamurti, 2009). By 2015, emerging market multinational companies (EMNCs) accounted for one-quarter of world outward foreign direct investment (FDI) flows and one-fifth of the largest firms in the Fortune Global 2000. This growth led to a surge in academic interest in these firms, including special issues and volumes dedicated to their analysis (e.g. Aulakh, 2007; Cuervo-Cazurra, 2012; Cuervo-Cazurra & Ramamurti, 2014; Gammeltoft, Barnard & Madhok, 2010; Luo & Tung, 2007; Ramamurti & Singh, 2009; Williamson et al., 2013). However, there has also been a growing debate on the value of studying them as a distinct type of MNC (see Aharoni, 2014; Cuervo-Cazurra, 2012; Dunning, Kim & Park, 2008; Godley, 2014; Ramamurti, 2012; Rugman, 2010). Part of the debate and associated confusion emerges from the flawed comparison that some of the analyses make, particularly in disentangling the impact of a multinational’s home country from that of other variables. Some unique features of these firms may be not so much associated with their home country but rather with their industry of operation, stage of internationalization, ownership structure, and international experience (Ramamurti, 2012). An appropriate comparison of EMNCs with firms from other countries, such as advanced country multinational companies (AMNCs), may reveal which features of EMNCs are truly unique because of the country they come from and which are common to all MNCs regardless of their home country.

Many of the current MNC theories have paid limited attention to an MNC’s home country. Location has received relatively less attention than other firm characteristics (Dunning, 1998). Even those studies that tackle location explicitly have tended to focus on how characteristics of the host country affect the expansion of foreign firms, such as the host country’s level of development, its institutional and political system, or its economic size and degree of economic openness (e.g., Barkema, Bell & Penning, 1996; Chung & Beamish, 2005; Delios & Henisz, 2003; Meyer et al., 2013). Other studies have examined how the “distance” between the home and host country affects the international expansion of companies (e.g., Johanson & Vahlne, 1977; Ghemawat, 2001; Luo & Shenkar, 2011). More recently, a few studies have started paying attention to the impact of home country characteristics on a firm’s innovations and foreign expansion (e.g., Cuervo-Cazurra, 2006; Cuervo-Cazurra & Genc, 2008; del Sol & Kogan, 2007; Garcia-Canal & Guillen, 2008; Govindarajan & Ramamurti, 2011; Holburn & Zelner, 2010; Hoskisson et al., 2013; Luo & Wang, 2012).

In this special issue we propose to go beyond these studies and expand theories and models of the multinational by explaining how the home country affects the internationalization of the firm. This includes not only analyses of EMNCs, but also studies of AMNCs as well as comparisons of the behavior of EMNCs and AMNCs. Studies of EMNCs are a natural laboratory for extending existing models of the multinational because these have been built implicitly on the experience of AMNCs. Hence, studies that focus on EMNCs can provide new insights because their variation in home country characteristics and lower levels of economic, social, and political development facilitate the identification of mechanisms and a comparison of differences with current models. Moreover, home country tends to be more important to EMNCs than to incumbent AMNCs, providing another base for understanding how the home country affects internationalization. Studies of AMNCs can provide useful insights as long as they focus on advancing our theoretical understanding of the role of home country on internationalization.  Comparative studies of companies from multiple home countries are particularly welcome if they tease out the role of the home country on internationalization. Single-country studies that pay particular attention to the mechanisms by which the home country affects a firm’s internationalization are also welcome. We welcome papers using diverse methodologies, including theoretical essays, large-sample analyses, and qualitative studies, as long as they provide a clear and detailed explanation of theoretical mechanisms and a strong theoretical contribution.

The objective of the special issue is to develop a better understanding of the theoretical mechanisms that explain how the home country influences the internationalization of the firm. The following topics are meant to illustrate the range of submissions rather than limit the ideas; authors are welcome to contact the guest editors to discuss the appropriateness of other topics related to theme of this Special Issue:

  1. How do companies coming from countries at different levels of economic or political development differ in their global strategies? How do early globalizers from emerging countries differ from late globalizers as their home country conditions have changed quickly over time? How does the change in the home country (economic growth, pro-market reforms, pro-market reversals, political change, etc.) affect the global expansion of firms?
  2. How do the home country and its relationships with particular host countries affect the international expansion of firms? How do changes in relationships among home and host countries (economic integration, political conflict, increased immigration, etc.) alter firm internationalization?
  3. How does the level of development of the country affect the innovativeness and types of innovations that firms create and use in their global expansion? How do innovations for the base of the pyramid in the home country become global innovations? What adaptations are made to these to use abroad and how are they transferred?
  4. What can one learn from EMNCs about the process by which firms become multinationals? How does this process vary across different home countries, and how does it compare with the process by which earlier generations of MNCs emerged out of Japan, South Korea, the United States, or Western Europe?
  5. How do firms develop resources and capabilities to deal with the particular economic, geographic, political and social conditions of their home countries and use these abroad? How are these resources and capabilities transferred and adapted to other countries? How do EMNCs adapt and modify their strategies developed in the home country to address differing conditions of countries that are more or less developed than their home country?
  6. What is the role of the government in the international expansion of firms? Under what conditions does it facilitate internationalization? Under which conditions does it hinder it? How do state-owned firms differ from private firms when it comes to internationalization? How do these patterns vary across countries?
  7. How do EMNCs establish home-host country technological, organizational and operational links? How do they differ from AMNCs in organizing and managing such links? What are some effective mechanisms through which EMNCs orchestrate home-host country links? How do they integrate their acquired foreign strategic assets with their home base operations, and then use this stronger home base to reverberate to and further nurture international operations?

Submission Process:

Between January 1 and Febrary 14, 2017, authors should submit their manuscripts online via the Journal of World Business submission system:http://www.journals.elsevier.com/journal-of-world-business. To ensure that all manuscripts are correctly identified for consideration for this Special Issue, it is important that authors select ‘SI: MNC Home Country’ 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 athttps://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 double blind review process.

We will organize a workshop designed to facilitate the development of papers that will be held at Northeastern University in June of 2017. The workshop will be sponsored by the Center for Emerging Markets at Northeastern University and the Center for International Business Education and Research at the University of Miami. 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: Alvaro Cuervo-Cazurra, Northeastern University (a.cuervocazurra@neu.edu); Yadong Luo, University of Miami (yadong@miami.edu); Ravi Ramamurti, Northeastern University (r.ramamurti@neu.edu) and JWB Supervising Editor Siah Hwee Ang, Victoria University of Wellington (SiahHwee.Ang@vuw.ac.nz).

References:

Aharoni, Y. (2014). Theoretical debates on multinationals from emerging economies. In A. Cuervo-Cazurra & R. Ramamurti (Eds.), Understanding multinationals from emerging markets (pp. 15-30). Cambridge, UK: Cambridge University Press.

Aulakh, P. S. (2007). Emerging multinationals from developing economies: motivations, paths, and performance. Journal of International Management, 13, 338-355.

Barkema, H. G., Bell, J., & Pennings, J. M. (1996). Foreign entry, cultural barriers, and learning. Strategic Management Journal, 17, 151-166.

Chung, C. C., & Beamish, P. W. (2005). The impact of institutional reforms on characteristics and survival of foreign subsidiaries in emerging economies.Journal of Management Studies, 42, 35-62.

Cuervo-Cazurra, A., Genc, M. (2008). Transforming disadvantages into advantages: Developing country MNEs in the least developed countries. Journal of International Business Studies, 39, 957-979

Cuervo-Cazurra, A. (2006). Who cares about corruption? Journal of International Business Studies, 37, 803-822.

Cuervo-Cazurra, A. (2012). How the analysis of developing country multinational companies helps advance theory: Solving the Goldilocks debate. Global Strategy Journal, 2, 153-167.

Cuervo-Cazurra, A., & Ramamurti, R. (2014). Understanding multinationals from emerging markets. Cambridge: Cambridge University Press.

del Sol, P., & Kogan, J. (2007). Regional competitive advantage based on pioneering economic reforms: The case of Chilean FDI. Journal of International Business Studies, 38, 901-927.

Delios, A., & Henisz, W. J. (2003). Political hazards, experience and sequential entry strategies: The international expansion of Japanese firms, 1980-1998.Strategic Management Journal, 24, 1153-64.

Dunning, J. H. (1998). Location and the multinational enterprise: A neglected factor? Journal of International Business Studies, 29, 45-66.

Dunning, J.H., Kim, C., & Park, D.  (2008). Old wine in new bottles: a comparison of emerging-market TNCs today and developed-country TNCs thirty years ago. In K. Sauvant (Ed.), The Rise of Transnational Corporations from Emerging Markets: Threat or Opportunity? (pp. 158-180). Northampton, MA: Edward Elgar.

Gammeltoft, P., Barnard, H., & Madhok, A. (2010). Emerging multinationals, emerging theory: macro- and micro-level perspectives. Journal of International Management, 16, 95-101.

Garcia-Canal, E., & Guillen, M. F. (2008). Risk and the strategy of foreign location choice in regulated industries. Strategic Management Journal, 29, 1097-1115

Ghemawat, P. (2001). Distance still matters. Harvard Business Review, 79 (8), 137-147.

Godley, A. (2014). What does history add to EMNC research? In A. Cuervo-Cazurra & R. Ramamurti (Eds.), Understanding multinationals from emerging markets (pp. 31-49). Cambridge, UK: Cambridge University Press.

Govindarajan, V., & Ramamurti, R. (2011). Reverse innovation, emerging markets, and global strategy. Global Strategy Journal, 1, 191-205.

Holburn, G. L. F., & Zelner, B. A. (2010). Political capabilities, policy risk and international investment strategy: Evidence from the global electric power industry. Strategic Management Journal, 31, 1290-1315.

Hoskisson, R., Wright, M., Filatotchev, I. & Peng, M. W. (2013). Emerging multinationals from mid-range economies: The influence of institutions and factor markets. Journal of Management Studies, 50, 1295-1321.

Johanson, J., & Vahlne, J. E. (1977). The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8, 23-32.

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

Luo, Y. & Shenkar, O. (2011). Toward a perspective of cultural friction in international business. Journal of International Management, 17, 1-14.

Luo, Y., & Wang, S. L. (2012). Foreign direct investment strategies by developing country multinationals: A diagnostic model for home country effects.Global Strategy Journal, 2, 244-261.

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

Ramamurti, R. (2009). What have we learned about emerging market multinationals? In R. Ramamurti & J. V. Singh (Eds.) Emerging multinationals in emerging markets (pp. 399-426). Cambridge UK: Cambridge University Press.

Ramamurti, R. (2012). What is really different about emerging market multinationals? Global Strategy Journal, 2, 41-47.

Ramamurti, R., & Singh, J. V. (Eds.). (2009). Emerging multinationals from emerging markets. Cambridge, UK: Cambridge University Press.

Rugman, A.M. (2010). Do we need a new theory to explain emerging market MNEs? In K. P. Sauvant, W. A. Maschek & G. A. McAllister (Eds.), Foreign direct investments from emerging markets: The challenges ahead. New York: Palgrave Macmillan.

Sauvant, K. P. (Ed.). (2008). The rise of transnational corporations from emerging markets: Threat or opportunity? Northampton, MA: Edward Elgar.

Wilkins, M. (1986). Japanese multinational enterprises before 1914. Business History Review, 60, 199-232.

Williamson, P., Ramamurti, R., Fleury, A., & Fleury, M. T. (Eds.). (2013). Competitive advantages of emerging country multinationals. Cambridge: Cambridge University Press. 

On December 31, 2019, COVID 19 was reported to the World Health Organization. Since then, it has been declared a global pandemic. With over 107 million cases worldwide, the pandemic has had a profound impact on global commerce. Please discuss the myriad of ways COVID has impacted the way the world does business.

The Journal of International Business and Law (JIBL) is calling for student papers for its special issue on International Business Strategies to Cope with Trade Wars. The topics include but are not limited to:

* Business or corporate strategy to handle coordination, expense and impact of government mandated travel requirements.

  •  Business or corporate strategy to evolve with the increasing rise in the use of cryptocurrency and the movement away from traditional banking. 
  • Business or corporate strategy to manage international vaccination roll-outs to re-engage in large scale in-person global business.
  • Business or corporate strategy to handle coordination, expense and impact of government mandated travel requirements.
  • Business or corporate strategy to protect employees and consumers during an uncertain era of international business.
  • How multinational corporations are managing long-term financial investment amidst a global recession.

The paper should have a student as a leading or sole author. As for the format, follow the Journal of International Business Studies (JIBS) style at https://aib.msu.edu/jibs The submission of the full paper is due April 1, 2021. Submit to Crista Marie Westley (cjacks3@pride.hofstra.edu) and Justin Burgess (jburgess1@pride.hofstra.edu), Co-Editors-in-Chief, Journal of International Business and Law, Frank G. Zarb School of Business, Hofstra University. The accepted papers are expected to be published in the spring issue of 2021.

Business Administration - International Business

In 2021, Bangladesh is celebrating 50 years of independence with a remarkable achievement of economic graduation from a least developing to a developing country status, and the Wall Street Journal identified the country as the ‘economic bull case’ in the South Asian region (Bird, 2021). As the second-largest economy of South Asia, it has been one of the fastest-growing economies of the world over the past decade, backed by its ready-made garment (RMG) exports, human resources exports, demographic dividend, self-sufficiency in food grains, and stable macroeconomic conditions (The World Bank, 2021). According to the 'World Economic League Table’ published by the Centre for Economics and Business Research (CEBR), a London based think tank, the economy of Bangladesh would become the 24th largest in the world by 2033 (“Bangladesh 2nd largest”, 2019). Despite the admirable economic progress, Bangladesh has been struggling with low labour productivity, skill mismatch and shortage, poor workplace safety records, unemployment and underemployment of skilled human resources (Absar,2014). To keep pace with the economic success and to achieve the vision 2041 to become a developed nation, Bangladesh needs to develop and manage its most critical resource – human resources effectively and efficiently (Mahmood & Absar, 2015; Absar, Nimalathasan, & Mahmood, 2012). 

The Special Issue of the South Asian Journal of Human Resources Management will focus on the current state and future outlook of HRM practices in Bangladesh. The aim of this special issue is to provide a platform for the researchers to examine various aspects of HRM in Bangladesh that might be common to other countries in South Asia or unique to Bangladesh. More specifically, this special issue will focus on the HRM issues, such as, 

  • What are the implications of Industry 4.0 on the HR practices of Bangladeshi organisations? 
  • What features of Bangladeshi national culture have shaped or hindered organisational HR practices? 
  • How is demographic dividend shaping HRM in Bangladesh? 
  • What about HR practices in the public sector of Bangladesh? 
  • What are the challenges of HR practices in the RMG industry of Bangladesh? 
  • What about employment laws and their implications for HRM in Bangladesh? 
  • How the forces of globalisation have been affecting Bangladesh’s HRM practices? 
  • Are there concerns about diversity, inclusion, gender equality, and women's empowerment in managing HR in Bangladesh? 
  • Skill mismatch/shortage appears to be another key challenge to promote employment in Bangladesh. How are the employers or the state overcoming this challenge? 
  • Workforce's safety and health is a major concern for Bangladeshi manufacturing organisations, especially in the RMG and ship recycling industry. How are HRM practices dealing with that? 
  • What about the changing role of HRM in Bangladesh in the crises like the ongoing pandemic caused by COVID-19? 
  • What about the roles played by educational institutes, professional associations, and trade unions in advancing HRM practices in Bangladesh? 

Potential research topics 

To fulfil the purpose of the special issue, the topics of potential contributions may include, but are not limited to, the following subject areas: 

  • Industry 4.0 and future of HRM in Bangladesh 
  • Institutions, national culture and HRM practices in Bangladesh 
  • Diversity, inclusion, and HRM in Bangladesh 
  • Talent management practices in Bangladesh 
  • Employee safety, health, and wellbeing in Bangladesh 
  • Employer branding and HRM practices in Bangladesh 
  • HRM in SMEs in Bangladesh 
  • HRM in the public sector and non-profit organisations in Bangladesh. 
  • HR practices in MNCs and JVCs in Bangladesh. 
  • HRM in family businesses in Bangladesh 
  • Natural disaster, pandemic, crisis management and HRM responses 
  • Religiosity, spirituality and mindfulness in Bangladesh 
  • Leadership and HRM practices in Bangladesh 
  • Economic development and future of HRM in Bangladesh 

Research based on Bangladesh or comparative/multi-country studies on South Asia (as defined in the aims and scope section of SAJHRM website) are welcome. 

Submission information and timelines 

Submissions to be made through the SAGE Peer Review, a web-based online submission and peer review system: https://peerreview.sagepub.com/sajhrm 

  • Submission open date: June 1, 2021 
  • Submission deadline date: December 31, 2021 
  • Publication date: December 1, 2022 (Volume 9, Issue 2) 

We welcome a range of review and conceptual papers, qualitative and quantitative studies, methodological perspectives, interviews/practitioners’ perspectives, essays, commentaries, case studies, and book reviews that provide frameworks for understanding HRM in Bangladesh. All research papers submitted will be subject to a double-blind peer-review process. Authors are encouraged to contactthe guest editorsfor further clarifications and to discussthe aims and scope of their paper. For more information about the journal and submission guidelines, please visit the journal’s website: https://journals.sagepub.com/home/hrm 

Enquiries 

Please submit enquiries directly to one of the above-mentioned guest editors 

 References 

Recognized by Fortune as one of the world’s most admired companies and by BusinessWeek as one of the most influential companies on the planet, Chinese firm Huawei is the largest telecommunications-equipment manufacturer in the world. Starting from its humbling beginning as a telephone switch maker in 1987, former People’s Liberation Army engineer Zhengfei Ren has built Huawei into a technology giant that has its products and services reached more than 170 countries. Huawei has become one of the most powerful Chinese companies in the global economy, and its phenomenal growth is a fascinating chapter of the globalization of Chinese enterprises in the twenty-first century. However, Huawei has been facing tremendous challenges around the globe, including cybersecurity concerns, intellectual property right and espionage allegations, and economic sanction controversies. In recent years especially in the United States, the company has experienced a period of turbulence and defeat, and the future success of Huawei in the developed nations has increasingly been questioned.

To understand Huawei is to understand contemporary China. The world needs much more comprehensive examinations of its business environment and global operations. Accordingly, we are seeking far-reaching analyses by scholars from China, as well Asia, Africa, Latin America, Europe and the United States, and the proposed book will be published by Palgrave Macmillan in 2020. Please note that we are seeking neither hagiography nor condemnation but critical and balanced studies on the globalization of Huawei. The central focus of our undertaking is to examine China’s technology giant from economic, political, and international business perspectives, and a great emphasis will be on the current challenges and controversies faced by Huawei, as well as its corporate strategies and future directions. If you are interested, please send proposed chapter title, a CV, and descriptive abstract to the following email addresses (by June 7, 2019). If accepted, your proposed chapter should be 5,000-6,000 words in length, completed within six months. Depending on the proposed topic, we will decide about acceptance within 20 days; afterwards, we can follow up with necessary paperwork on consent forms, reference guidelines, etc.

Thank you in advance, let us know if you have further questions.

Wenxian Zhang WZhang@Rollins.edu

Ilan Alon ilan.alon@uia.no

Christoph Lattemann c.lattemann@jacobs-university.de

About The Series:

Globalization has led to spatial division and disaggregation of work across the globe, leading to the evolution of novel forms of work organization and contextually-embedded approaches such as co-working and co-creation in an interconnected and interdependent ecosystem. Whilst there are many advantages of scale and scope associated with these work design forms there are also many problems and challenges. Palgrave Studies in Global Human Capital Management presents new research that examines the intersection of globalization, technology, innovation, HRM practices and work organization. With an emphasis on human capital management in international business, the series stresses the importance of culture and contextually-situated knowledge a dynamic work environment, especially in the context of big emerging markets to enhancing productivity and competitiveness with a skilled work force.

Call for Papers:

Human Capital and Innovation: Examining the Role of Globalisation is the second book in the Palgrave Studies in Global Human Capital Management series. The aim of the book is to explore how human capital contributes to innovation in multinational organisations within the context of inter-connected globalised world.

Globalisation refers to growing economic dependence among countries as reflected in the increasing cross-border flows of goods and services, know-how and people. It has led to slicing of value chain, spatial division and disaggregation of work across the globe. Scholars argue that multinational organisations are best placed to exploit the benefits offered by globalisation. In the early phases of globalisation, multinational organisations outsourced production to low cost locations in developing countries to stay ahead in the competition. However, in recent years, multinational organisations have started to setup offshore research and development centres and acquiring local firms in developing countries to exploit available skills and talent to find new ways to innovate. There are enough examples of developing countries, such as India and China, that have develop competitive advantage based on their human capital.

We invite contributions in this emerging area of study with examples from a range of industries and countries.

Submission deadline: 31 March 2016

Final submission deadline: 30 June 2016

Publication date: Autum 2016

For more information or to submit a proposal, please contact Professor Sumit Kundu at kundus@fiu.edu or Dr Surender Munjal at S.Munjal@lubs.leeds.ac.uk

More information at www.palgrave.com

The 1948 Universal Declaration of Human Rights and subsequent treaties define human rights as inalienable fundamental rights to which a person is inherently entitled simply because she or he is a human being. More recently, the 2015 United Nations (UN) Sustainable Development Goals and the 2011 UN Guiding Principles on Business and Human Rights contribute to the promotion of the human rights agenda in the business sector. The UN initiatives add to a number of other initiatives, e.g., by the Organization for Economic Co-operation and Development (OECD) and the International Labor Organization (ILO) to actively promote various ‘soft-law’ interventions designed to reduce corporate wrongdoing.

These initiatives have promoted rising awareness regarding the human rights conduct of Multinational Enterprises (MNEs) and other business actors, which global (social) media and global activist groups contribute to amplify. The rising awareness and expectations regarding corporate human rights conduct poses new and important challenges to MNEs operating in multiple environments with varying legitimacy requirements (Kostova and Zaheer, 1999), and dealing with human rights is rapidly becoming the new frontier of corporate social responsibility (CSR). Still, multinationals adopt very diverse approaches and strategies to cope with human rights issues. Unilever has recently issued its first Human Rights Report inspired by the idea that “business can only flourish in societies in which human rights are respected, upheld and advanced” (Paul Polman, Unilever CEO). Likewise, Nestlé CEO Paul Bulcke, in his keynote speech at the 2014 UN Forum on Business and Human Rights, in Geneva, declared that "human rights is about doing, is about how we behave – every day, everywhere”. Such initiatives seem to suggest that MNEs progressively speak the human rights language and human rights issues are becoming central to MNEs’ CSR agenda. At the same time, infringements on human rights by large MNEs remain prevalent. This has been the case, among many others, of the Apple-Foxconn labor rights scandal denounced in the New York Times in 2012, and the infringement of the rights of indigenous communities by the Brazilian mining multinational, Vale, in connection to the Belo Horizonte Dam project.

These contrasting conducts are still poorly understood, and call for a deeper investigation into how MNEs deal with human rights when designing their strategies, operations and organization in multiple institutional, cultural and legal environments, as well as on the drivers of MNEs’ human right conduct and on the effects of such a conduct on corporate competitiveness.

While there is a lively and established scholarly debate on business and human rights, research in international management and international business has not picked up systematically on the subject as of yet. Rather, it has focused more narrowly on related topics such as corporate corruption, or more broadly on CSR strategies and MNEs’ environmental conduct (Cuervo-Cazurra, 2006; Rabbiosi and Santangelo 2014; Van Tulder and Kolk, 2001; Kolk, 2010; Zheng, Luo and Maksimov, 2015). As a result, to date our knowledge on MNEs’ human rights conduct is mainly derived from other fields, such as international law, political science and international relations (for a review see Giuliani and Macchi, 2014), and from business ethics (Doh, Husted, Matten and Santoro, 2010; Arnold 2010; Wettstein 2012). However, we still lack a full understanding of MNEs’ human rights conduct in connection with traditional international management and international business issues. For example, questions about the role played by individuals in key organizational positions (e.g. expatriates and inpatriates) in determining MNEs’ human right conduct, as well as questions about how headquarters (HQ)-subsidiary relationships influence the decision-making process around human rights issues, are largely under-investigated. So are questions connected to MNEs’ human rights conduct in relation to the liability of foreignness and country of origin disadvantage. At the same time, there is very little theory development and empirical evidence on the efficacy of MNEs’ CSR strategies for substantially enhancing the promotion of human rights both at home and in the host countries. For example, although there is a growing body of research examining how MNEs respond to the dual pressures of global integration and local responsiveness with regard to CSR and ethics (e.g., Husted & Allen, 2006; Muller, 2006; Miska, Witt, & Stahl, forthcoming), little is known about the conditions promoting a transnational approach to human rights that recognizes “both universal moral limits and the ability of communities to set moral standards of their own” (Donaldson & Dunfee, 1999: 50). Our knowledge on the influence of the home, host and meta-environment on MNEs’ human rights conduct remains scant. More theoretical and empirical analyses are needed to investigate whether MNEs respecting and promoting human rights outperform competitors that are less caring. Finally, we still need to learn about lobbying strategies and business-government interactions of MNEs in connection to human rights as well as on the effect of current and planned transnational initiatives to regulate human right conduct across borders.

This special issue intends to address these gaps by serving three objectives. First, the special issue aims to build an international management and international business theoretical perspective on the topic by promoting cross-disciplinary research on MNEs and human rights, and by taking stock of extant knowledge. Second, the special issue aims to encourage research proposing conceptual frameworks and theoretical perspectives useful to understand drivers and effects of MNEs’ human rights conduct, as well as to develop effective managerial implications and suggestions for policy-making. A third aim of the special issue is to start drafting a research agenda on MNEs and human rights that international management and international business scholars can further develop in the forthcoming years.

The special issue solicits both theoretical and empirical contributions, which draw on different research streams and disciplines, including international management, international business, business ethics, international law, political science and business and human rights. Methodologically, the issue welcomes qualitative, quantitative, and mixed-method research approaches. It is expected that empirical studies explicitly contribute to set a theoretical agenda. In particular, we welcome submissions addressing, among others, questions related to the factors that influence MNE human rights conduct, and on the effects of MNE human rights conducts, as elaborated below:

Drivers of MNE human rights conduct

  • The role of expatriates and inpatriates in promoting the cause of human rights in foreign subsidiaries. Under what conditions do expatriates promote a universal versus a relativistic perspective on human rights?
  • Embedding human rights in corporate culture. How can respect for human rights become embedded as part of a corporation's culture, identity, and character? How can corporations change their own internal compass to infuse respect for human rights as part of corporate objectives and missions? 
  • MNEs’ human rights conduct and transfer of good human rights practices within the multinational network. Does the adoption of international codes of conduct and/or other principle-based initiatives (UN Global Compact, OECD Guidelines) by HQs ensure human rights respect and promotion also by foreign subsidiaries?  How do HQs strategically transfer good human rights practices to foreign subsidiaries?
  • MNE’s human rights conduct across different institutional environments. Why and under what circumstances do MNEs infringe on the human rights of home or host country’s stakeholders? In what way do institutional, cultural and legal differences between home and host environments facilitate or prevent such violations in one or both environments? To what extent do MNEs play opportunistically and exploit different institutional, cultural and legal environments by lowering their human rights standards? Will such opportunistic strategies remain viable given the rising global awareness of human rights? 
  • Liability of foreignness and human rights. The need to overcome the liability of foreignness may pose strategic choices, potentially conflicting with human rights promotion and respect in foreign countries.  How does MNEs’ liability of foreignness influence the human rights conduct of foreign subsidiaries? 
  • Country of origin and human rights. MNEs originating from institutionally weak countries face the double challenge of overcoming preconceptions about their country of origin reputation in relation to human rights and adjusting to more institutionally demanding host countries. In such contexts, do Non-Governmental Organizations (NGOs) and global activist groups play a role in mitigating these firms’ liabilities? What strategies do MNEs enact to align with most demanding institutional environments? 
  • CSR and human rights. Can MNEs promote business conduct, which is respectful of human rights in multiple legal and institutional settings through a single CSR strategy? How does the adoption of different CSR strategies (e.g., global, local or transnational CSR strategies) influence MNEs’ human rights conduct across different institutional environments? 
  • Market competition and human rights. Does a strong home or host market competition encourage respect or infringements of human rights by MNEs? 
  • Differentials in human rights conduct across different types of MNEs. Do state-owned and private MNEs show different human rights conduct in different institutional contexts? Does the human rights conduct of advanced country MNEs differ from that of emerging country MNEs? 
  • Implications of current business and human rights policy debates for multinational business. Current discussions on a potential international treaty for business and human rights may influence MNEs’ process of implementation of the UN Guiding Principles. What are the implications of such a scenario for the human rights conduct of MNEs, and for Governments?

Effects of MNEs human rights conduct

  • Effects of infringements of human rights. What are the consequences of MNEs’ infringements of human rights for their competitiveness, and how does such a behavior affect MNEs relationships with key home and host country stakeholders (e.g. consumers, indigenous communities, local NGOs and government) as well as with stakeholders in the meta-environment (e.g. global NGOs and (social) media)? Does harmful human rights conduct by the managers in one subsidiary affect the value, reputation or profitability of other subsidiaries and of the HQ?
  • Political and sub-political activity and strategies of MNEs in relation to human rights. How do human rights factor into lobbying strategies and other business-government interactions of MNEs both in home and host countries? How are multi-stakeholder initiatives in the human rights realm transforming MNE’s business outlook and strategies? How are the ‘leaders’ in regard to MNE human rights conduct influencing and changing the political context in which they operate?
  • Empirical research on the uptake and impact of the UN Guiding Principles. How successful are the Guiding Principles in catalyzing change in multinational companies and in improving the situation on the ground for the victims of corporate human rights abuse?

Submission process

Authors should submit their manuscripts no later than submission deadline online via the Journal of World Business EES submission system at 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: MNEs and Human rights’ 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 on the journal web page. All submitted manuscripts will be subject to the Journal of World Business’s blind review process.

Submissions open: September 1, 2016

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

References

Arnold, D. (2010). Transnational Corporations and the Duty to Respect Basic Human Rights. Business Ethics Quarterly 20(3), 371-399.

Cuervo-Cazurra, A. (2006). Who Cares about Corruption? Journal of International Business Studies, 37(6): 807-822

Doh, J., Husted, B. W., Matten, D., & Santoro, M. (2010). Ahoy there! Toward greater congruence and synergy between international business and business ethics theory and research. Business Ethics Quarterly, 20(3): 481-502.

Donaldson, T., & Dunfee, T. W. (1999). When ethics travel: The promises and peril of global business ethics. California Management Review, 41(4): 45-63.

Muller, A. (2006). Global versus local CSR strategies. European Management Journal, 24(2): 189–198.

Giuliani, E., Macchi, C. (2014). Multinational Corporations' Economic and Human Rights Impacts on Developing Countries: A Review and Research Agenda. Cambridge Journal of Economics, 38(2): 479-517.

Husted, B. W., & Allen, D. B. (2006). Corporate social responsibility in the multinational enterprise: strategic and institutional approaches. Journal of International Business Studies, 37(6): 838–849.

Kolk, A. (2010). Trajectories of sustainability reporting by MNCs. Journal of World Business, 45 (4): 367-374.

Kostova, T., Zaheer, S. (1999). Organizational legitimacy under conditions of complexity: the case of the multinational enterprise. Academy of Management Review. 24(1): 64-81.

Miska, C., Witt, M.A., & Stahl, G.K. (forthcoming). CSR strategies of Chinese multinational enterprises: Drivers of global CSR integration and local CSR responsiveness. Business Ethics Quarterly.

Rabbiosi, L., Santangelo, G. D. (2014) When in Rome, do as the Romans do: Subsidiary Autonomy as a Response to Corruption Distance. Academy of Management Proceedings, 2014, 1: 13763.

Van Tulder R., Kolk A., (2001) Multinationality and Corporate Ethics: Codes of Conduct in the Sporting Goods Industry, Journal of International Business Studies, 32 (2): 267–283.

Wettstein, F. (2012). CSR and the debate on business and human rights: Bridging the great divide. Business Ethics Quarterly, 22(4): 739-770.

Special issue call for papers from Cross Cultural & Strategic Management

The submission portal for this SI will open October 1, 2019

Editors

Pingping Fu (Pingping.Fu@nottingham.edu.cn), University of Nottingham, Ningbo, China;
Ernst von Kimakowitz, Humanistic Management Center and Humanistic Management Network;  
Michal K. Lemanski, University of Nottingham, Ningbo, China;
Leigh Anne Liu, Georgia State University

Purpose of the Special Issue

The purpose of the Special Issue is to identify humanistic leadership characteristics and behaviors that have enabled leaders in different cultures to gain respect from local communities and substantially contributed to the local economic development. Essentially, our effort is to build a new leadership theory, using an indigenous lens that explicitly focuses on human well-being and that aims to lead a sustainable future by creating a common good.

Specifically, the Special Issue aims to:

  1. Draw attention to inclusive human nature by highlighting the common features of humanistic leadership across cultures;
  2. Stimulate interest in examining deep-rooted human values and their role in forging identities;
  3. Establish humanistic leadership as a new theory based on empirical evidence from different cultures to guide future leadership studies;
  4. Positively influence leadership practices in different cultures.

Definition of humanistic leadership

What kind of leaders are humanistic? What do they need to be or to do in order to effectively deal with the challenges the world is facing?  We have developed a working definition of humanistic leadership to facilitate identifying such leadership practices. Humanistic leaders are those who: 1) respect people as holistic human beings by taking care of himself/herself as well as the followers’ multiple needs and motives; 2) they constantly improve themselves while developing the followers to unleash their full potential, and 3) they recognize and try to take into account all stakeholders’ interests while striving to pursue the common good.

To link to the more established literature on humanistic management, we have consulted with Ernst von Kimakowitz, founder of the Humanistic Management Center and co-founder of the Humanistic Network, about the definition. He said the three dimensions of humanistic leadership connect very nicely with and mirror the three pillars of humanistic management: human dignity, ethical reflection, and stakeholder engagement. “1) Respect for people as holistic human beings can only be brought to life when overcoming an instrumental view on people in economic activities and this, in turn, is central for respecting their dignity; 2) constant self-improvement is not possible without self-reflection and hence it corresponds very well with the integration of ethical reflection in management decisions; and 3) serving the common good as a leader is best attained by engaging with stakeholders in your Humanistic Leadership definition and that corresponds well to stakeholder engagement in the three stepped approach to Humanistic Management. In it, stakeholder engagement is described as the best way to ensure that management decisions respect the rights and interests of all those that are affected to build mutually beneficial relationships (i.e. serve the common good).”

In short, humanistic leadership differs from traditional leadership approaches in the following ways:
             

                     Traditional                 Humanistic
Focus            Profit                         People
Purpose        More functional       Holistic
Means           Prioritization             Optimization
Drive             Efficiency                  Effectiveness
Target           Shareholders            Stakeholders

Examples of such leaders

Although it is a new theory, in practice, such leadership can be found everywhere and has proven to lead to sustainability. For example, Jamsetji Tata, who found the Tata Group in India in 1868, now the country’s largest conglomerate with 700,000 employees and $110.7 billion of revenue to fulfill a mission “To improve the quality of life of the communities we serve globally, through long-term stakeholder value creation based on Leadership with Trust” left by the founder 150 years ago. In Japan, Kazuo Inamori, an entrepreneur who founded Kyocera and later KDDI, two Fortune 500 companies, was guided by his very basic set of ethics and morals based on the conscience that all humans innately possess, “Don’t be greedy,” “Don’t deceive others,” and “Don’t tell lies.” At the age of 70, Mr. Inamori’s hard-working attitude and genuine belief in human beings’ good nature miraculously got Japanese Airline out of deficit in one year and made it once again a successful company in the aviation industry in the world.

Criteria and reasons

The Global Leadership and Organizational Behavior Effectiveness (GLOBE) research project proposed and empirically supported cultural implicit leadership theory (CLT), which argues that leadership effectiveness is determined by the extent to which leaders’ values are aligned with the company core values, which are consistent with the normative values of the society the business is operating in (House et al, 2014). Recently, a “new genre” of leadership theories, including complexity leadership, servant leadership, spiritual leadership, cross-cultural leadership, and e-leadership, have been proposed and the emerging work on followership has also been examined comprehensively (Avolio et al. 2009; Dihn et al 2014; Winston & Ryan 2008). Nevertheless, despite these advances, the majority of the existing leadership research still focuses on employee productivity or organizational performance when examining outcomes, with much less attention paid to employees as a whole person, or as a person whose identity is closely related to her/his work. Humanistic leaders are conscientious of the multiple needs of human beings and trying hard to satisfy them; they are also constantly trying to cultivate themselves to lead by being a good role model; they focus on the big picture, trying to satisfy the interests of all stakeholders. Studying humanistic leadership practices can enrich leadership theory and offer practitioners role models. This is important because to address some of the pressing challenges the world faces today, the system needs to be reinvented as well as the leadership theories that were developed to motivate the workforce.

All submissions should meet the following criteria:

  1. Be based on qualitative data collected through interviews of one or two well-respected leaders and their followers, demonstrating the effects of humanistic practices and the connections of such practices with the local cultural values;
  2. Advance/refine existing leadership theories, i.e. make a significant theoretical contribution;
  3. Make connections between those leadership phenomena and local cultural values; i.e. a cultural perspective to fit the mission of CCSM; this can include one country studies with clear indigenous theorizing and some discussion of generalizability.

“It was the best of times; it was the worst of times,” the famous quote from A Tale of Two Cities by Charles Dickens used to describe the French Revolution can also be used to describe the current times we live in. We hope the papers in this Special Issue will help prolong the best of times while stopping the worst times, and that humanistic leadership practices can help businesses move toward a sustainable future that will lead to the best of times.

References

Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: current theories, research, and future directions. Annual Review of Psychology, 60: 421-449.

Dinh, J. E., Lord, R. G., Gardner, W, L., Meuser, J. D., Liden, R.C., and Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. Leadership Quarterly, 25: 36-62.

House, R., Dorfman, P., Javidan, M., Javidan, M, Hanges, P., Sully de Luque, M. (2014). Strategic Leadership across Cultures. SAGE Publications.

Winston, B., & Ryan, B. (2008) Servant Leadership as a Humane Orientation: Using the GLOBE Study Construct of Humane Orientation to Show that Servant Leadership is More Global than Western. International Journal of Leadership Studies, 3(2): 212-222.

Submission Instructions

All manuscripts will undergo a double-blind peer-review process. Submissions should be between 7,000-10,000 words, including references, figures, and tables, and follow the manuscript requirement outlined on the journal’s website: http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=CCSM.

Submissions to Cross Cultural & Strategic Management are made using ScholarOne Manuscripts, the online submission, and peer review system. Registration and access are available at http://mc.manuscriptcentral.com/ccsm

Submission deadline: Dec. 31, 2019

Tentative publishing:  December 2020

The value of globalization and international business is increasingly being called into question.  Despite the potential for poverty alleviation and more equitable distribution of resources, critics claim that the majority of the benefits of the globalization project accrue to relatively few individuals.  Citing environmental degradation resulting from unregulated industry, and resource and property reallocation from indigenous people to multinational corporations,   critics claim that local populations often suffer in the name of development.  Several scholars have already noted that the seeds of this inequity and injustice are found in the (often unacknowledged) colonial, imperialistic modes and mentalities of international business theory and practice.  In this volume, authors are invited to provide expositions on alternative paradigms to more established forms of inquiry in international business on subjects including foreign direct investment, international strategy, knowledge transfer, political economy, and national culture. Rather than reinforcing the primacy of profits and the interests of multinational corporations, this volume seeks to explicate new and existing management theory and practice which focuses on the tenets of the humanistic management paradigm: protecting human dignity, and promoting human wellbeing.   We invite submissions that address one or more of our three main objectives:

1. Deconstruction of existing international business theory and provision of inclusive, humanistic management alternatives.

2. Humanistic innovations in business practice and teaching.

3. National and international government policy for the promotion of humanistic international business and management.

Abstracts not exceeding 300 words should be sent for consideration to:

Samantha Carey
scarey8@fordham.edu

Deadline:  April 1, 2013

Invitations for full chapters: May 1, 2013

Please structure your abstract as follows:

A) Objectives
B) Background
C) Theory
D) Conclusions
E) Contributions

The College of Economics and Trade (CET) of Hunan University, a member of “985 project” in China, invites applications for faculty positions at all ranks in all fields of economics, finance, international business and international trade.

The successful applicants at the rank of associate/full professor must demonstrate an excellent record of publication in any field mentioned above and a high level of teaching competence. Eligible candidates at the rank of assistant professor should have a Ph.D in hand or firmly expected by August 2012, and should show outstanding potentials in research and teaching.

The College of Economics and Trade offers competitive salaries, benefits and research support. For further information about this position, please contact professor Yanbin, Zhang, Dean of the College of Economics and Trade (yabin.zhang@vip.sina.com).

Candidate should summit a cover letter, resume and a job market paper along with other support materials to the College (yabin.zhang@vip.sina.com).

For application, email: yabin.zhang@vip.sina.com
For information about the College: www.cet.hnu.cn

Idaho State University (ISU) is a comprehensive, Carnegie-classified doctoral research high and teaching institution. Founded in 1901, ISU has matured into an exciting, vibrant, and growing research institution with dynamic research faculty, the largest number of graduate students in the state, and $36 million in new research activity per year. ISU educates approximately 15,000 students per year in more than 280 programs and has a statewide mission for education in the health professions. Founded in 1963, the College of Business (COB) is fully accredited by AACSB International and has a 50 year tradition of providing superior business education with graduates placed in the workforce of national, regional, and local companies. The COB offers Bachelor of Business Administration (BBA) degrees in seven majors: (accounting, computer information systems, health care information systems management, finance, management, general business, and marketing). Graduate programs leading to the Master of Business Administration, Master of Accounting, and a unique PharmD/MBA are also offered. In Spring 2013, COB enrolled 867 undergraduate and 167 graduate and post baccalaureate students. The COB has 27 tenured/tenure track faculty.

The Dean is the chief executive and intellectual leader of the COB, shaping its vision, generating resources in support of its mission, developing innovative programs that will distinguish the College of Business, leading significant and productive growth of the faculty, maintaining vital ties to the business community, and overseeing operations. He/she will lead the College of Business at a critical time when ISU is expanding its role and visibility in the state and the College is creating new programs, recruiting and supporting faculty, advancing research and scholarship, building a new national Business Advisory Board, and increasing philanthropic support. The ideal candidate will be an innovative and visionary leader with high integrity who will work collegially with University leadership, the COB faculty and staff, and within a shared governance structure to develop, articulate and achieve the strategic goals of the College of Business and the University. The successful candidate will have significant senior level experience and demonstrated achievements in academic administration and/or a strong record in executive positions in business. ISU’s main campus is located in Pocatello, a community of approximately 60,000 nestled in a scenic mountain valley in southeastern Idaho. Described as the "last undiscovered mountain college town in the west," Pocatello is within a few hours' drive of Salt Lake City, Sun Valley, Yellowstone and Grand Teton National Parks, and numerous world-class skiing, fishing, rafting, climbing, and mountain biking opportunities. Inquiries, nominations, and applications are invited.

Candidates should provide a curriculum vitae, a letter describing interest in the position and three references. These materials should be submitted via email to Steven Yamada (510) 420-1370 or Brian Bloomfield at ISUBusinessDean@wittkieffer.com. The leadership profile may be viewed at www.wittkieffer.com. ISU is an equal opportunity/affirmative action employer. We have an institution-wide commitment to inclusion and diversity and encourage all qualified individuals to apply. Veterans' preference. Upon request, reasonable accommodations in the application process will be provided to individuals with disabilities.

Provided by The Aspen Institute, Ideas Worth Teaching is a weekly email designed for business school faculty to prompt conversations in the classroom about relevant and new topics in the business world. Recent issues of the email are available on the website and most issues contain business-focused case studies.

IIEPassport provides information on scholarships, fellowships, grants, and paid internships for undergraduate, graduate, and post-graduate students. Users can search by field of study or by region/country and programs can be added or promoted to the site.

Transfer program in International Business

The Department of Management and Quantitative Methods (MQM) has a tenure-track opening at the rank of Associate/Full Professor in International Business (pending budget approval). The preferred start date is August 16, 2011. Doctorate in International Business or related discipline, teaching experience, and a strong research record of publications in international business are required. Administrative experience in leading or directing programs is preferred. We offer competitive compensation and benefits package.

Expansion Management ranked the twin cities, Bloomington-Normal as 1 of 72 metro areas with a five-star quality of life, giving the community high rankings in standard of living, quality of schools and traffic and commute. Forbes Magazine ranked Bloomington-Normal as No. 20 on its list of the Smartest Cities in America.

International Business Program: ISU is the only public university in the state of Illinois that offers a major in IB at the undergraduate level. The IB program is a well-established program and it is affiliated with the Consortium for Undergraduate International Business Education (CUIBE). The program provides opportunities to study abroad at institutions, such as the University of the West of England (Bristol, England), ESSCA (Angers, France), ESIDEC (Metz, France), ITESM (Quertaro, Mexico), Chuo University (Tokyo, Japan), University of Paderborn (Paderborn, Germany), ESSCA (Budapest, Hungary) and Nebrija University (Madrid, Spain).

Position Description: The candidate will be expected to teach one or more IB courses, engage in quality research and serve as the Director of the International Business Institute (IBI). As the Director of IBI, the candidate will be responsible for coordinating internships, managing summer and semester Study Abroad programs, and developing new initiatives to enhance the reputation of the Institute.

To assure full consideration, please send letter of application, curriculum vita, samples of teaching evaluations, one or two writing samples, and list of three references (or reference letters) by Friday, August 20, 2010 to: Professor Jim Jawahar, Chair, Department of Management & Quantitative Methods, Campus Box 5580, Illinois State University, Normal, IL 61790-5580. Inquiries may be directed to Jim Jawahar at jimoham@ilstu.edu. Illinois State University is an equal opportunity/affirmative action university encouraging diversity.

Purpose and Research topics:

Despite the recent economic slump and subsequent reductions and fluctuations of investment activities undertaken by multinational enterprises (MNEs) in host markets, the overall volume of foreign direct investment (FDI) has significantly grown over the last three decades. The major proportion of the FDI flows from market economies to centrally planned countries with the latter currently receiving huge amounts of inward FDI from the West. A representative example of this flow is China. China is often referred to as the factory of the world and/or the black hole of inward FDI. According to UNCTAD (2001, 2011), the recorded figure for 2010 revealed a more than doubling in the increase of China’s inward FDI (i.e., US$105.7 billion) since the year 2000 (US$40.7 billion). The same information also reveals that inward FDI in Vietnam dramatically increased from an annual average of US$651 million between 1989 and 1994 to US$ 2.1 billion in 2000 and US$8.2 billion in 2010.

A more direct example that clearly demonstrates the interaction between market and centrally planned economies is the Korean case. Based on mutual agreements between South (market) and North (centrally planned) Korean governments, South Korea established an industrial complex through FDI in Gaesung, North Korea. A number of South Korean MNEs participated in the project in order to exploit their capital and technology in combination with North Korea’s cheap labor force. As of March 2012, South Korean MNEs invested in a wide range of industrial sectors, such as textile, chemical, machinery, metal engineering, electricity & gas, electronics, food products, paper & wood, ceramics and so on. Since its establishment in 2008, the stock of production exceeded US$1 billion in September 2010 and approximately 50,000 North Koreans were employed as of January 2012 (EncyKorea, 2013). As the first industrial complex inaugurated jointly by South and North Korea, it has been a mutually beneficial contribution to political reconciliation, economic development, economical collaboration and cultural exchange.

However, we do not know enough that what impact this cooperation between market and centrally planned economies has had on the political, economic development, social and cultural areas. In this regard, the aim of this special issue is to bring together theoretical and empirical advancements examining the impact of FDI from disparate economies. We seek both theoretical and empirical papers that may address, but are not limited to, the following list of potential research questions:

  • Does FDI from market economies trigger economic growth in centrally planned countries? How does FDI from the former economies function as a vehicle to enhance economic development in the latter?
  • Who obtains more benefits from FDI between market and centrally planned economies?
  • Is the impact of FDI different in different centrally planned economies and are there different patterns of economic development?
  • What are the key factors promoting positive spillover effects of FDI in centrally planned economies?
  • What are the primary conditions that inhibit the negative economic development outcomes from inward FDI in these countries?
  • How do Western MNEs contribute to social evolution, particularly in centrally planned countries?
  • What is the effect of profit remittance by Western MNEs on these economies? What encourages Western MNEs to re-invest profits in these markets?
  • Does foreign investment induce political transitions and institutional changes in centrally planned countries?
  • What is the extent to which Western MNEs influence cultural evolution in these countries?
  • Are market economies influenced by outward investments into centrally planned countries?
  • Does the economic cooperation between market and centrally planned economies affect national / country of origin image?

Submission Instructions:

The deadline for submissions is March 31, 2015. Thunderbird International Business Review, including style guidelines, please visit the Thunderbird International Business Review website at: http://tibr.thunderbird.edu/submission.

All submissions will be subject to the regular double-blind peer review process at the Thunderbird International Business Review. The guest editors are seeking reviewers for this issue and are soliciting nominations and volunteers to participate as reviewers. Please contact the guest editors to volunteer or nominate a reviewer.

More Information:

To obtain additional information, please contact the guest editors:

Pervez N. Ghauri, King’s College London, UK (pervez.ghauri@kcl.ac.uk)

Byung Il Park, Hankuk University of Foreign Studies, South Korea (leedspark@hufs.ac.kr)

References:

EncyKorea (2013), Industrial complex established in Gaesung. Available http://terms.naver.com/entry.nhn?docId=1821118&cid=1599&categoryId=1599

UNCTAD (2001). World investment report: Promoting linkages. Geneva: United Nations.

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

The U.S. President Donald Trump has imposed tariffs on imports from numerous countries and wants to change or terminate current trade agreements with other countries, which resulted in the trade war. Journal of International Business and Law (JIBL) is calling for student papers for its special issue on The Impact of President Trump's Trade Policy. The research question is "What is the impact of President Trump's trade policy on the economy or business, domestic or international?" The paper should have a student as a leading or sole author.

The submission due of the full paper is November 1, 2018. Submit to Dr. Boonghee Yoo (boonghee.yoo@hofstra.edu), faculty editor, Professor of Marketing and International Business, Frank G. Zarb School of Business, Hofstra University.

The accepted papers will be published in January 2019 in Volume 17 Issue 1.

Special issue information:

Motivation for the Special Issue-Potential Research Issues

Environmental, Social, and Governance (ESG) is now a hot topic in business due to climate crises and conflicts between countries (Dong et al, 2022). Many companies have struggled to understand the link between their level of commitment to ESG factors and long-term success in global value chains. ESG is a set of standards that companies must adhere to in order to create and maintain a socially responsible and sustainable business (Barros et al. 2024). ESG includes three dimensions, i.e., environmental performance, social impact and governance. Specifically, environmental factors include biodiversity, climate change, pollution and resources, and water security (Tong et al. 2023); social factors include customer responsibility, health and safety, corporate social responsibility (Panagopoulos et al. 2016), human rights and community, and labor standards (Shen et al. 2024); governance includes anti-corruption initiatives, corporate governance, risk management and tax transparency (Dai and Tang 2022).

Recently, improving ESG performance has been a central goal for managers (Benjamin et al. 2023). ​Incorporating ESG metrics into business strategies can create value for key stakeholders by enhancing operational efficiency, reputation, and financial performance. It would help to acknowledge the ESG risks and opportunities relevant to business and requires a thorough assessment of environmental impact, corporate social responsibility practices, and financial performance while remaining mindful of societal and environmental considerations (Lee et al. 2022).

ESG can also drive consumer preferences. Consumers are increasingly aware of the importance of sustainability and social responsibility. They are actively looking for information to confirm or disconfirm beliefs about companies (Skarmeas and Leonidou 2013). ESG reporting is an organization’s public disclosure of its corporate ESG data. ESG reporting aims to inform the organization’s ESG process improvement, product innovation activities, and sustainability performance (Li et al. 2023). Based on ESG reporting, consumers can know the type of company’s sustainability and make better-informed decisions.

ESG can reduce costs substantially. Imposing ESG practices in companies effectively can help combat rising operating expenses, such as raw-material costs and the true cost of water or carbon. Given the link between ESG strategy and the cost of capital, investors increasingly focus on understanding a company’s ability to manage long-term risks through ESG disclosures (Iurkov et al. 2024).

ESG can also enhance supply chain robustness and channel resilience. ESG standards encourage channel members to assess ESG practices and ensure they align with their values and standards. This includes ensuring suppliers use environmentally friendly materials and processes, treat workers fairly, and follow ethical business practices (Bag et al. 2023). These standards can be used to measure a company’s sustainable performance, mitigate business risk, and increase transparency within the entire supply chain (Dai and Tang 2022). Recently, to enhance ESG performance, many companies have invested in technology solutions such as blockchain and AI (Asif et al. 2023). These technologies can help firms both strategically and operationally.

This special issue aims to publish high-quality theoretical and empirical papers addressing ESG value creation challenges in multinational corporations. We seek research works that employ mainstream scientific methods in business research (e.g., case studies, empirically grounded analytics, surveys, event studies, and so on). The use of multi-methodological approach is also fine. In particular, we invite papers that look into the theory and connect with other business management functions such as marketing, innovation, and strategy. Original, high-quality research that has neither been published nor is currently under review by other journals is welcome.

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

  • Linking ESG with company values, strategy, and goals.
  • ESG practices integration with sustainable and ethical practices.
  • Providing transparency and accountability to improve ESG performance.
  • ESG risk identification and management.
  • ESG framework and metric development in terms of marketing, retailing, and supply chain management.
  • Digitalization for ESG performance.
  • Emerging technologies such as AI, IoT, and blockchain for improving ESG performance.
  • Supply chain robustness and resilience for improving ESG performance.
  • ESG and supply chain disruption.
  • Impacts of customer participation on ESG value creation.
  • Customer perceptions of a firm’s ESG practices.
  • ESG and firm performance outcomes.
  • Integrating ESG into business management functions such as marketing, innovation, and strategy.

Manuscript submission information:

Submissions are welcomed starting: March 1, 2025

Paper Submission Deadline: March 31, 2025

If you'd like to submit to this special issue, you can do it here.

Please make sure you select the Article Type 'VSI: ESG Performance’ when submitting your paper.

All submissions will go through the JBR regular double-blind review process and follow the standard norms and processes.

Call for Book Chapters: India’s Technology-Led Development

Series: Emerging Issues and Trends in Indian Business and Economics

Volume 1. Emerging issues and trends in India’s technology dimension

Editors: Vipin Gupta, N. Ravichandran, and Samir Chatterjee

Publisher: World Scientific (Worldscientific.com)

Targeted Publication Date: January 2022

Paper Submission Deadline: May 31, 2021

 

As the contemporary strategy and international literature demonstrates, the industrial paradigm of reliance on the off-the-shelf globally tradable technology for corporate, national, and international development has serious limitations.  The new paradigms of digitization and robotics are offering opportunities to codify and automate the local ways for managing logistics, operations, and services. How has, is, and should India tap these opportunities to develop global leadership in integrated method and machinery solutions?

In fact, the global pandemic of 2020 has shaken the fundamental foundations of business and economics in all nations.  By virtue of the size of its population, geographical inequities in development, and pre-dominance of self-employed and micro, small, and medium-sized enterprises, India faces unique challenges for the sustainability and growth of business and economics. In the past, the mantra for the growth of local firms was to globalize international supply chains by becoming their learning nodes, and by servicing integrated globalized learning to the global hubs. In the post-COVID world, as the global hubs give their own intellectually-protected local voice to the values acquired historically from diverse local hubs, local firms in the emerging markets need fundamentally divergent models for sustaining their growth.  At the corporate and national levels, India is increasingly focusing on the policies for giving voice to globalizing the local as the path forward for all businesses and economies. Local knowledge embedded within local businesses and economic networks, that have not been appropriated by the transnational networks of the MNCs for their private gains, offer unique opportunities for globalizing local firms as well as the national networks that support them. 

For Volume 1 in the series on emerging issues and trends in Indian business and economics, we seek perspectives from both academics and practitioners about the functionality, quality, workculture, and cultural dimensions of fast-changing business and economy in globalizing India.    We are looking for papers that illuminate India’s way for managing technology through method digitation and machine robotization at the organizational, community, national, and multinational levels.   We are also interested in papers that help further the understanding of the cultural, historical, archeological, or emerging/ futuristic ways for managing technology in India.   The submitted paper should be about 5,000 words.  

Part A    Understanding India’s way for managing technology

·         The cultural way for managing technology

·         The historical way for managing technology

·         The archeological way for managing technology

·         The futuristic way for managing technology in Post-COVID India

Part B    Emerging paradigms of method digitization

·         Emerging organizational paradigm of method digitization

·         Emerging community paradigm of method digitization

·         Emerging national paradigm of method digitization

·         Emerging multinational paradigm of method digitization

Part C    Emerging paradigms of machine robotization

·         Emerging organizational paradigm of machine robotization

·         Emerging community paradigm of machine robotization

·         Emerging national paradigm of machine robotization

·         Emerging multinational paradigm of machine robotization

Part D    Emerging paradigms for technology leadership

·         Emerging organizational paradigm for technology leadership

·         Emerging community paradigm for technology leadership

·         Emerging national paradigm for technology leadership

·         Emerging multinational paradigm for technology leadership

 

The papers may be emailed to any of the series editors:

Vipin Gupta, vipin.gupta@csusb.edu

Samir Chatterjee, Samir.Chatterjee@cbs.curtin.edu.au

Narasimhan Ravichandran, nravi@iima.ac.in

 

About the series editors:

Dr. Vipin Gupta is a Professor of sensible management and appropriate science at the Jack H. Brown College of Business and Public Administration, California State University San Bernardino, USA.   He has a Ph.D. in managerial science and applied economics from the Wharton School of the University of Pennsylvania.  He is a gold medalist from the Post-graduate Program of the Indian Institute of Management, Ahmedabad, India.  Professor Gupta has authored more than 180 journal articles and book chapters and published twenty books, including the co-edited Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Besides delivering lectures and keynotes, he has presented at international academic conferences in more than sixty nations. He has been on the governing board and organizing committee of several international conferences.  As a 2015-16 American Council of Education fellow, he visited sixty-two universities, colleges, and higher education institutions in nine European nations, the USA, and India.   His latest project comprises twelve authored books under the series “Vastly Integrated Processes Inside Mother Nature” in 2021.   The first three books already published in this year-long series, What Is Divine Energy, What Is Present Reality, and Is Present Reality, have received wide appreciation from the academics, practitioners, and critics alike.  Selected press coverage on the latest project:

https://news.yahoo.com/professor-vipin-guptas-metaphysics-digs-133806966.html

https://in.news.yahoo.com/dr-vipin-gupta-expert-managerial-085435951.html

https://thelosangelestribune.com/2021/02/18/professor-gupta-launches-what-is-present-reality-a-book-that-provides-a-new-look-on-modern-science-and-metaphysics/

https://www.msn.com/en-in/lifestyle/smart-living/author-interview-vipin-gupta-advocates-for-limitless-science-and-deconstructs-accepted-theories-in-his-new-book/ar-BB1d1MvU

https://criticspace.com/2021/02/08/book-review-what-is-present-reality-by-dr-vipin-gupta-criticspace-journals/

https://criticspace.com/2021/02/03/an-interview-with-author-vipin-gupta-at-criticspace/

Dr. Narasimhan Ravichandran is the Executive Director, Manipal Centre for Business Practice (MCBP), Manipal Academy of Higher Education (MAHE), Manipal.   During 1980-2018, he served as the faculty in the Production & Quantitative Methods Area, at Indian Institute of Management-Ahmedabad.  During 2008-2014, he served as the Director, Indian Institute of Management, Indore.  He has edited, co-edited, authored 12 books and published over 90 research articles and 50 case studies.   He has been consultant to 21 organizations and trained 300 faculty members on case method of teaching.

Dr. Samir Ranjan Chatterjee is an Emeritus Professor renowned for his role as university academic, research scholar and International trainer and consultant for more than five decades. Besides his home base at Curtin University in Australia, he has lived and worked for extended periods in India, China, USA, UK, France, former Yugoslavia, Japan, Singapore, Mongolia, Malaysia, Indonesia, and Hong Kong. During 1994 – 95, he lived in Mongolia for a year as the United Nations Adviser in the development of management education in the country. Following that assignment, he worked extensively in Mongolia until 1999 as Director of a number of large capacity building programs funded by the United Nations Development Program. Between 1999-2003, he was appointed by the Asian Development Bank to serve as the international expert reviewer of the implementation program of a US$ 250 million higher education sector reform project in Indonesia. From 2013-2015, he was the Project Adviser of a ‘Pro-Poor Capacity Building’ Program for Senior Public Sector Executives in Mongolia funded by the Australian Government. Prof Chatterjee was recognized by Curtin University as a pioneer in the development of the university’s international programs initiated in 1980’s.  He has been a Fellow of the Australian Institute of Management and a Fellow of the Australian Society of CPAs. He has authored and co-authored eleven books including a book on Indian Management published by Sage, thirty five book chapters and about two hundred scholarly journal publications and refereed international conference papers. He is on the editorial board of number of international scholarly journals. He serves as the Doctoral thesis examiner of many Australian and Asian Universities. He was the President of the Society for Global Business and Economic Development (SGBED) and currently Chairs the organization’s ‘Board of Trustees. ‘Prof Chatterjee was a National shortlisted nominee for the “2017 Australian of the year” award.

The Indian Institute of Management, Ahmedabad (IIMA) is an autonomous School of Management in India. It was set up in 1961, with initial academic support from the Harvard Business School. Its flagship Post Graduate Programme (PGP) in Management was set up in 1964. IIMA also offers a Fellow (PhD) Program in Management, a highly rated one year PGP in Management for Executives (PGPX) and a top ranked PGP in Food & Agri Business Management (FABM). IIMA offers a wide range of open-enrolment and customized Executive Education (EE) programmes. IIMA has retained its pre eminent position, as the top ranked management school in India over the past 50 years and has broken into the top 20s in international ratings.

IIMA promotes high quality research, providing the best-in-class support to facilitate the same. IIMA enjoys a strong connect with the industry and Government in India, offering a rich repertoire of relevant management problems and policy issues for research. Faculty are also encouraged to build international collaborations.

IIMA invites applications for full time faculty positions in various areas (such as Business Policy, Communications, Information Systems, Organizational Behaviour, Personnel & Industrial Relations, Operations Management) at all levels – Assistant, Associate, and Full Professor.

Interested candidates are requested to send their CV and recent publications in electronic form to: Professor G. Raghuram, Dean (Faculty) at dean-fac@iimahd.ernet.in 

Our faculty members will be attending the AIB Annual Meeting in Bengaluru, AOM Annual Meeting in Vancouver and SMS Annual Conference in Denver. Please feel to ask them for any further information. If you would like to fix a meeting, you can also let us know at dean-fac@iimahd.ernet.in 

Indian Institute of Management, Ahmedabad (IIMA)

IIMA invites applications at the levels of Assistant, Associate and Full Professor in: Business Policy Centre for Management in Agriculture, Communications, Economics, Finance and Accounting, Educational Innovation, Information Systems, Organizational Behaviour, Public Systems Group, Human Resource Management, Production, and Quantitative Methods.

IIMA is an autonomous school of Management in India. It was set up in 1961, with initial academic support from the Harvard Business School. Its flagship Post-Graduate Programme (PGP) in Management was set up in 1964. The Institute also offers a Fellow (PhD) Program in Management, a highly rated one year Post-Graduate Programme in Management for Executives (PGPX) and a top-ranked PGP in Food and Agri-Business Management (FABM). IIMA also offers a wide range of open-enrolment and customized Executive Education (EE) programmes. IIMA has retained its pre-eminent position, as the top ranked management school in India over the past 50 years and has broken into the top 20s in international ratings.

IIMA promotes high-quality research, providing the best-in-class support to faculty and researchers. It enjoys a strong connect with the industry and government in India, offering a rich repertoire of relevant management problems and policy issues for research. Faculty members are also encouraged to build international collaborations.

Interested candidates are requested to send their CV, and recent publications in electronic form, to Dean (Faculty) at dean-fac@iima.ac.in. For further details you can also visit our website www.iima.ac.in

IIMA invites applications for full time faculty positions at the levels of Assistant, Associate and Full Professor in all areas. Interested candidates are requested to send their CV, and recent publications in electronic form, to Dean (Faculty) (dean-fac@iima.ac.in).

The Indian Institute of Management Bangalore (IIMB) is a leading business school in Asia with around 100 full time faculty members, more than 1200 students across various long duration programs and nearly 5000 Executive Education participants. Located in Bangalore, the entrepreneurial and knowledge capital of India, IIM Bangalore is seeking faculty with research interests in areas such as Communications, Entrepreneurship, Organization Behavior & Human Resource Management, Organization Theory, Strategy, and Technology Management. We invite applications for faculty positions at all levels. Faculty at the Assistant Professor level must demonstrate capability for carrying high quality research and should have completed or be in the final stages of completing their PhD. Associate Professors should have a track record of research and teaching. Professors are additionally expected to provide academic leadership at the Institute. Visiting Faculty positions are available to those who are on sabbatical or to those looking for short duration association. Faculty would be expected to contribute to the Institute’s Post Graduate (MBA), Doctoral and Executive Programmes.

We welcome Indian and international candidates who would like to work in multi-disciplinary areas. Please send your CV, list of references, samples of recent research output and teaching feedback (where applicable) to dean.faculty@iimb.ernet.in (Dean Faculty, IIM Bangalore). Information on the school is available at www.iimb.ac.in

Professors Pranav Garg, Srivardhini K Jha, Dahlia Mani, Rejie George Pallathitta, G Raghuram,S Raghunath, Vasanthi Srinivasan and Sai Yayavaram will be attending the forthcoming Academy of Management Conference. If you indicate your interest on email to the Dean Faculty, we could schedule sessions for you with them during the conference. You are also invited to attend the IIMB-INDAM socials being held on August 7, 2017, 6:30PM - 9:00PM at Hyatt Regency Atlanta in International Ballroom South.

The Indian School of Business (ISB) is an independent, research-driven, world-class business school. It is a collaborative effort of eminent business leaders, entrepreneurs, and academics from around the world. The school’s one year Post Graduate Programme in Management (PGP - on par with the best two-year MBA Courses offered by premier institutions worldwide) launched in 2001 was ranked 13th on the FT Global MBA rankings in 2011.

Location:
The school is located in Hyderabad, India. A second campus is coming up in Mohali, India, and will start admitting students in April 2012.

Research Expectations:
ISB aspires to be a world class institution excelling in research comparable to premier institutions worldwide. We expect our faculty to publish regularly in top tier journals in their disciplines, and engage with the scholarly community in seminars and conferences.

Teaching Expectations:
Faculty are expected to teach in our PGP program and may contribute to our executive education programs. ISB currently does not offer undergraduate programs.

The ISB has a unique portfolio faculty model that accommodates a mix of accomplished resident faculty and visiting faculty from our partner schools (Wharton, Kellogg, and London Business School) as well as other schools. Our partner schools help our faculty in designing curricula and our resident faculty frequently collaborate with our visiting faculty in teaching and research.

Resources, Facilities and Infrastructure:
ISB offers world class facilities in order to support research and teaching. These include state-of-the-art IT infrastructure, excellent library facilities, generous research budgets, travel budgets for attending conferences and visiting collaborators, additional support for buying datasets, and help with contacts in the Indian industry. ISB faculty also benefit from collaborating with the visiting scholars we host every year and interacting with senior scholars from our partner schools and elsewhere who serve as visiting faculty.

Open Positions:
The school invites applications for full time tenure-track faculty positions in the Strategy area at all levels – Assistant (tenure track), Associate (tenure-track or tenured), and Full Professor (tenured). Both campuses will function as parts of a single school, and faculty members may reside in either campus. ISB has a tenure system similar to the top schools in the U.S. and is an equal opportunity employer. Compensation is competitive.

All Applicants must have an earned PhD from a reputed institution by the time they join, excellent research and teaching skills, and must demonstrate the ability to produce scholarly work at the highest level, and also show the capability of becoming outstanding teachers.

Applicants for senior appointments should have published extensively in top-tier refereed journals and must demonstrate a proven track record of ability to mentor junior faculty. As a new institution which aspires to be counted among the best in the world, ISB offers a unique opportunity for its senior faculty members to contribute significantly to institution building.

Application Procedure:
Assistant Professor Positions: Interested candidates are requested to send their CV, research statement, 3 reference letters and sample publications to our area recruitment coordinators, Anand Nandkumar & Raveendra Chittoor at (strategyrecruit@isb.edu)
Associate and Full Professor Positions: Interested candidates should send their CV to our area recruitment coordinator at strategyrecruit@isb.edu. Candidates may also contact
Strategy area leader, Prof. Harbir Singh of the Wharton School at SinghH@wharton.upenn.edu
Prof Sanjay Kallapur, Sr.Associate Dean – Faculty & Research
dean_faculty@isb.edu

There is no deadline for receiving applications. Candidates are reviewed on a rolling basis until positions are filled.

Questions:
For any additional information, please feel free to contact our area recruitment coordinators, Anand Nandkumar & Raveendra Chittoor at strategyrecruit@isb.edu , +91-40-2318-7163 or +91-40-2318-7159

Current Resident Faculty in the Strategy Area:
Raveendra Chittoor: http://www.isb.edu/faculty/facultydir.aspx?ddlFaculty=289
NagaLakshmi Damaraju: http://www.isb.edu/faculty/facultydir.aspx?ddlFaculty=251
Anand Nandkumar: http://www.isb.edu/faculty/facultydir.aspx?ddlFaculty=273
Kannan Srikanth: http://www.isb.edu/faculty/facultydir.aspx?ddlFaculty=264

The Indian School of Business (ISB) invites applications for full time faculty positions in the area of Strategy at all levels – Assistant (tenure-track), Senior Assistant (tenure-track), Associate (tenure-track or tenured), and Full Professor (tenured) for appointments in the 2017-2018 academic year which begins in April, 2017. Applicants must have a PhD from a reputed institution, excellent research and teaching skills, demonstrated ability to produce scholarly work at the highest level, as well as capability of becoming outstanding teachers. Applicants for senior appointments should have published extensively in top-tier refereed journals with a proven track record of successfully mentoring junior faculty.

As an institution aspiring to be counted among the top 10 in the world, ISB offers a unique opportunity to its senior faculty members to exert considerable influence over the culture and ethos of the School. ISB has two campuses, one in Mohali, India and the other in Hyderabad, India. Since both campuses function as parts of a single school, the faculty members reside on either campus. The Indian School of Business has a tenure system similar to the top schools in the United States and is an equal opportunity employer.

The compensation and the teaching loads are competitive. The research support includes excellent infrastructure, research funding and research assistance which compare favorably with those at the best business schools in the United States and Europe. Ideally, the candidates should plan to join by April 2017 (negotiable).

Interested candidates are requested to send their CV, sample publications, and working papers, as well as arrange for three reference letters, in electronic form only, to: strategyrecruit@isb.edu

Note: Faculty members of the Strategy area will be available to meet with the interested candidates and provide more information about the school at the 2016 annual meeting of the Academy of Management in Anaheim, CA.

About the school: The Indian School of Business, is a not for profit, independent, research-driven, global business school with two campuses located in Hyderabad and Mohali, India. A collaborative effort of eminent business leaders, entrepreneurs, and academicians from around the world laid the foundation of the school. In the year 2001, ISB launched its first one-year Post Graduate Programme in Management (PGP), equivalent to the two-year MBA courses offered by premier business schools in India. This year, the 16th batch has commenced from April 2016. ISB is one of the youngest schools to have consistently been ranked among the top business schools globally, by the Financial Times Global MBA rankings since 2008. The Indian School of Business has a unique portfolio faculty model which accommodates a mix of accomplished resident faculty who have graduated from the best universities, primarily in the USA, Europe, Singapore and India, and have published in leading academic journals in their respective fields, and visiting faculty from our associate schools, namely the Wharton School, the Kellogg School of Management, and the London Business School, as well as other leading business schools. The senior faculty members from our associate schools are designated as Area Leaders. They play a key role in the academic programmes and research at ISB. In consultation with the resident faculty, they actively engage in formulating the curriculum, attracting the best faculty to ISB, mentoring junior faculty, and providing direction to research in the relevant subject areas. ISB also provides a vibrant research environment that attracts, supports and benefits from the visiting scholars it hosts every year.

The Indian School of Business (ISB) is an independent, research-driven, world-class business school. It is a collaborative effort of eminent business leaders, entrepreneurs, and academics from around the world. The school launched its one year Post Graduate Programme in Management (PGP - on par with the best of two-year MBA Courses offered by other premier institutions worldwide) in June 2001, and has successfully graduated and placed eleven Classes of PGP students. The twelfth batch of students started their classes in April 2012. The ISB has been consistently ranked among the top 20 business schools globally by the Financial Times Global MBA rankings every year beginning in 2008.

Location:
The school has two campuses located in Hyderabad and Mohali, India.

Research Expectations:
ISB aspires to be a world class institution excelling in research comparable to premier institutions worldwide. We expect our faculty to publish regularly in top tier journals in their disciplines, and engage with the scholarly community in seminars and conferences.

Teaching Expectations:
Faculty are expected to teach in our PGP program and may contribute to our executive education programs. ISB currently does not offer undergraduate programs.

The ISB has a unique portfolio faculty model that accommodates a mix of accomplished resident faculty and visiting faculty from our partner schools (Wharton, Kellogg, and London Business School) as well as other schools. Our partner schools help our faculty in designing curricula and our resident faculty frequently collaborate with our visiting faculty in teaching and research.

Resources, Facilities and Infrastructure:
ISB offers world class facilities in order to support research and teaching. These include state-of-the-art IT infrastructure, excellent library facilities, generous research budgets, travel budgets for attending conferences and visiting collaborators, additional support for buying datasets, and help with contacts in the Indian industry. ISB faculty also benefit from collaborating with the visiting scholars we host every year and interacting with senior scholars from our partner schools and elsewhere who serve as visiting faculty.

Open Positions:
The school invites applications for full time tenure-track faculty positions in the Strategy area at all levels – Assistant (tenure track), Associate (tenure-track or tenured), and Full Professor (tenured). The Hyderabad and Mohali campuses function as parts of a single school, and faculty members may reside in either campus. ISB has a tenure system similar to the top schools in the U.S. and is an equal opportunity employer. Compensation is competitive.

All applicants must have an earned PhD from a reputed institution by the time they join. They must demonstrate the ability to produce scholarly work at the highest level, and also show the capability of becoming outstanding teachers.

Applicants for senior appointments should have published extensively in top-tier refereed journals and have a track record of mentoring junior faculty. As a new institution which aspires to be among the best in the world, ISB offers a unique opportunity for its senior faculty members to contribute significantly to institution building.

Application Procedure:
Assistant Professor Positions: Interested candidates are requested to send their CV, research statement, 3 reference letters and sample publications to our area recruitment coordinator,  Raveendra Chittoor at (strategyrecruit@isb.edu)

Associate and Full Professor Positions: Interested candidates should send their CV to our area recruitment coordinator at strategyrecruit@isb.edu. Candidates may also contact Strategy area leader, Professor Harbir Singh of the Wharton School at SinghH@wharton.upenn.edu or Professor Sanjay Kallapur, Senior Associate Dean – Faculty and Research at dean_faculty@isb.edu

There is no deadline for receiving applications. Candidates are reviewed on a rolling basis until positions are filled.

Questions:
For any additional information, please feel free to contact our area recruitment coordinators, Raveendra Chittoor at strategyrecruit@isb.edu , at +91-40-2318-7159

Current Resident Faculty in the Strategy Area:
Raveendra Chittoor: http://www.isb.edu/faculty/facultydir.aspx?ddlFaculty=289
NagaLakshmi Damaraju: http://www.isb.edu/faculty/facultydir.aspx?ddlFaculty=251
Anand Nandkumar: http://www.isb.edu/faculty/facultydir.aspx?ddlFaculty=273
Kannan Srikanth: http://www.isb.edu/faculty/facultydir.aspx?ddlFaculty=264
 

Positions in Strategy Area: Academic Year 2019-2020

The Indian School of Business (ISB) invites applications for full time faculty positions in the area of Strategy (OT/ENT/IM) at all levels – Assistant (tenure-track), Senior Assistant (tenure-track), Associate (tenure-track or tenured), and Full Professor (tenured) for appointments in the 2019-2020 academic year which begins in April 2019. Applicants must have a PhD from a reputed institution, excellent research and teaching skills, demonstrated ability to produce scholarly work at the highest level, as well as capability of becoming outstanding teachers. Applicants for senior appointments should have published extensively in top-tier refereed journals with a proven track record of successfully mentoring junior faculty.

As an institution aspiring to be counted among the best in the world, ISB offers a unique opportunity to its senior faculty members to exert considerable influence over the culture and ethos of the School. ISB has two campuses, one in Mohali, India and the other in Hyderabad, India. Since both campuses function as parts of a single school, the faculty members reside on either campus. This position would be based out of the Mohali campus. The compensation is designed to be competitive and includes medical benefits. Faculty are also entitled to a fully furnished, on-campus accommodation. Both the campuses are designed to be self-sufficient keeping family needs in mind.

Research: The Indian School of Business follows a tenure system similar to the top schools in the United States. The research support includes research funding and research assistance which compare favourably with those at the best business schools in the United States and Europe. Faculty are provided with a generous annual research budget. This is supplemented by a separate budget for conference travels. The school supports active collaboration between faculty and their co-authors at other schools by providing a collaboration budget which the faculty can use to invite their co-authors or travel to their location. Additionally, each faculty is allowed one full time Research Assistant to help with their research.

Teaching: ISB’s flagship management program (Post Graduate Program in Management) consistently figures amongst the top 30 MBA programs across the world. ISB is one of the youngest schools to have consistently been ranked among the top business schools globally, by the Financial Times Global MBA rankings since 2008. To facilitate high quality teaching, ISB provides great teaching support and Teaching Assistants for grading, smooth conduct of the course and mentoring from the Center of Learning and Management Practice.

Application:  A full packet containing the Cover Letter, Research Statement, CV, sample publications, and working papers, as well as three reference letters is due by August 30th 2018.  The reviewing of applications will continue until the positions are closed. The packet needs to be sent in electronic form to: Strategy_recruiting@isb.edu

Note: Candidates attending the Academy of Management in Chicago, Illinois should send at least their updated CV and a cover letter by July 15th 2018 for a possible interview at the conference.

About the Department: The tenure track faculty members in the Strategy Area at ISB include Anand Nandkumar, Snehal Awate, Jaya Dixit, AJ Chauradia and Siddharth Sharma. Regular visitors to the school include Harbir Singh (Wharton School, Area Leader), Akbar Zaheer (U. of Minnesota), Prashant Kale (Rice U.) and Jay Anand (The Ohio State U.) among others.

About the School: The Indian School of Business, is a not for profit, independent, research driven, global business school with two campuses located in Hyderabad and Mohali, India. A collaborative effort of eminent business leaders, entrepreneurs, and academicians from around the world laid the foundation of the school. The Indian School of Business has a unique portfolio faculty model which accommodates a mix of accomplished resident faculty who have graduated from the best universities, primarily in the USA, Europe, Singapore and India, and have published in leading academic journals in their respective fields, and visiting faculty from our associate schools, namely the Wharton School, the Kellogg School of Management, and the London Business School, as well as other leading business schools. The senior faculty members from our associate schools are designated as Area Leaders. They play a key role in the academic programmes and research at ISB. In consultation with the resident faculty, they actively engage in formulating the curriculum, attracting the best faculty to ISB, mentoring junior faculty, and providing direction to research in the relevant subject areas. ISB also provides a vibrant research environment that attracts, supports and benefits from the visiting scholars it hosts every year.

Indiana University’s Kelley School of Business Indianapolis invites applications for a tenure-track position in Management beginning Fall 2015.

The search committee has a strong preference to add a colleague with expertise in strategy/international business to the group. The position is open-rank so candidates may apply at the assistant, associate, or full professor levels. Appointment rank will be contingent on qualifications.

Minimum requirements include a Ph.D. in Business or a related field from an AACSB accredited institution, evidence of a high level of scholarship or the potential to establish a strong scholarly record, and evidence of teaching excellence. Extensive publication in top-tier, refereed journals as well as evidence of the ability to mentor junior faculty are requirements for applicants applying for a senior tenure-track appointment.

Indiana University’s Kelley School of Business provides programs in two locations: Bloomington and Indianapolis. The Indianapolis program is located on the campus of Indiana University Purdue University Indianapolis (IUPUI). IUPUI is Indiana’s premier urban research university and a core campus of Indiana University. It is a highly regarded and successful 45 year old joint venture between Indiana University and Purdue University. It enrolls over 30,000 students, representing all 50 states and 142 foreign countries and has more than 2,500 faculty. In the most recent academic year, IUPUI received just over $305.2 million in research funding, and it set a record for fundraising at a public university in Indiana in 2013 by raising over $1.39 billion. IUPUI consists of twenty schools and academic units, including the Kelley School of Business, Indiana University’s Schools of Public and Environmental Affairs, Law, Liberal Arts, Informatics, Medicine, Dentistry and Nursing and Purdue’s Schools of Engineering and Technology, and Science. The new Lilly Family School of Philanthropy is also on IUPUI’s campus.

In 2014, IUPUI was ranked 5th by U.S. News and World Report in “Up-and-Coming National Universities.” The Kelley School of Business Indianapolis has over 1,700 students (1,100 undergraduate and 600 graduate) and nearly 60 full-time faculty. The Kelley School has a broad and excellent repertoire of in-residence (part-time in Indianapolis and full-time in Bloomington), online (Kelley Direct) and executive MBA programs. In 2013, the Kelley School welcomed an inaugural class into its newly launched Business of Medicine MBA program for practicing physicians. The Kelley School has consistently been ranked among the top 20 MBA programs in the world. The Evening MBA program in Indianapolis is ranked in the top 10 part-time MBA programs in the United States. Information regarding the Indianapolis programs can be found at: http://kelley.iupui.edu/.

The Kelley School at Indianapolis provides an excellent research environment, with attractive teaching loads, generous research support, and a stimulating intellectual environment. The multi-disciplinary faculty is both very collegial and very productive. As an institution located in a vibrant city atmosphere, the school provides excellent opportunities for a career and high quality of life. Indianapolis is the thirteenth largest city in the United States and the 29th largest metropolitan area in the United States with a population of over one and a half million. It is the home of the Indiana state government, is considered to be one of America's most livable urban centers, and is a burgeoning center for R&D. The campus’ location is within blocks of what Forbes and Livability.com rank as one of the best downtowns in the United States and a major healthcare campus, which facilitates the advancement of research and teaching while presenting unique opportunities for internships, partnerships, and community engagement. Indianapolis boasts five professional sports teams; world-class museums including the world’s largest children’s museum; numerous companies and company headquarters including Eli Lilly and Company, Finish Line, Brightpoint, Roche Diagnostics, and Rolls-Royce to name a few; and a rich cultural heritage.

Qualified applicants should electronically submit their cover letter of application; a curriculum vita; evidence of research and teaching ability, which may include work in progress and/or under review manuscripts; and a list of three references to Sherri Hendricks (slhendri@iupui.edu, Indiana University, Kelley School of Business). The Search Committee is chaired by Christopher O. L. H. Porter. The committee will begin reviewing applications on September 1, 2014, however applications will be accepted until the position is filled. Indiana University is an equal opportunity affirmative action educator, employer and contractor, M/F/D.

Women and minorities are encouraged to apply.

Indiana University Kelley School of Business Indianapolis invites applications for a tenure/tenure-track position in Management beginning in August 2010.

Indiana University’s Kelley School of Business provides programs in two locations: Bloomington and Indianapolis. Indianapolis programs are located on the campus of Indiana University Purdue University Indianapolis (IUPUI). Indianapolis is the twelfth largest city in the United States with a metropolitan population of over one and a half million. Indianapolis is considered to be one of America's most livable urban centers and a burgeoning center for R&D. The campus’ location within blocks of downtown Indianapolis facilitates advancement of research and teaching while presenting unique opportunities for internships, partnerships, community engagement, and more. With four professional sports teams, several world class museums, robust ethnic cuisine and a vibrant downtown Indianapolis is the fastest growing major metropolitan area in the Midwest.

IUPUI is Indiana’s premier urban research university and a core campus of Indiana University. It is a unique and highly successful forty-year old joint venture between Indiana University and Purdue University. It enrolls nearly 30,000 students representing all 50 states and 122 countries. In 2004, IUPUI set a record for fundraising at a public university in Indiana by raising over $1 billion. In the most recent academic year, IUPUI received over $302 million in research dollars. IUPUI consists of twenty schools and academic units including the Purdue School of Engineering and Technology and the Purdue School of Science, as well as the Indiana University’s Schools of Medicine, Dentistry, Nursing, Informatics, Business, Public and Environmental Affairs, Law, and Liberal Arts.

The Kelley School of Business Indianapolis has nearly 1,800 students and over 50 full-time faculty. It offers undergraduate, MBA, MSA, and MST degrees and has consistently been ranked among the top-20 MBA programs in the world with an excellent repertoire of online and executive programs. As an institution located in a vibrant city atmosphere, the school provides excellent opportunities for a career and high quality of life. Basic information regarding the Kelley School Indianapolis program can be found at: http://kelley.iupui.edu/index.cfm

Appointment rank will be dependent on qualifications and research history. Qualified candidates must hold a Ph.D. from an accredited institution, excellent research and teaching skills, and must demonstrate the ability to produce scholarly work at the highest level in the areas of strategic management, health care, international business, and/or entrepreneurship. Extensive publication in top-tier, refereed journals as well as the ability to mentor junior faculty are requirements for senior appointments.

Indiana University Kelley School of Business Indianapolis is an equal opportunity affirmative action educator, employer and contractor, M/F/D. Qualified applicants should send their resume and references with a cover letter to Sherri Hendricks, Indiana University, Kelley School of Business, 801 West Michigan Street, Indianapolis, IN 46202-5151 – email: slhendri@iupui.edu. The deadline for applications is October 15 or until the position is filled.

Several faculty members of the department will be available at the Academy of Management conference in Chicago and will be happy to meet with prospective candidates. For the Chicago meetings please contact Professor Charles Dhanaraj at dhanaraj@iupui.edu to schedule an appointment.

Recruiting Committee Chair: Marjorie A. Lyles, OneAmerica Chaired Professor

Housed in the Institute for International Business, the Indiana University Center for International Business Education and Research (CIBER) at the Kelley School of Business offers a wide variety of international business-related videos on topics such as language, culture, global social entrepreneurship, and houses 100+ interviews with experts on current global issues.

Assistant/Associate Professor in (1) Entrepreneurship; (2) International Business/International Management, and (3) Operations and Supply Chain Management

The Positions: The Eberly College of Business and Information Technology (accredited by AACSB International), Indiana University of Pennsylvania (IUP), invites applications for three full-time tenure-track Management faculty positions to teach undergraduate and graduate courses effective August 2013. Rank (assistant or associate) will be commensurate with qualifications, including prior teaching experience, published research, and demonstrated service.

Required Qualifications: An earned doctoral degree with a concentration within Business Administration is preferred. Applicants who are ABD with significant progress toward completion will be considered. For the three (3) open positions, the Management Department is especially interested in candidates with credentials in one of the following three primary areas: (1) Entrepreneurship; (2) International Business/International Management, and (3) Operations and Supply Chain Management. Such candidates with additional credentials in one or more of the areas of Human Resource Management, Organizational Behavior, and Ethics and Corporate Social Responsibility are highly desirable.

The position requires evidence of effective teaching, demonstrated publishable research, commitment to service, and strong communication skills. For the entrepreneurship position, the individual hired will be involved in departmental economic development services. The faculty member may be assigned to provide instruction at off-campus sites and/or instruction through distance education. Candidates must communicate effectively and perform well during the campus interview(s), which may include a teaching demonstration.

Application Procedure: Qualified candidates should send electronic copies of a letter of application and current curriculum vitae to Dr. Joette Wisnieski at wisnie@iup.edu. In addition, hard copies of the letter of application, curriculum vita, graduate and undergraduate transcripts (official transcripts required before campus visit), student teaching evaluations, copies of your professional certificates, and three letters of recommendation along with specific contact information for those references should be mailed to: Dr. Joette Wisnieski, Faculty Search Committee Chair, Department of Management, Eberly College of Business and Information Technology, Eberly Complex 304, Indiana University of Pennsylvania, 664 Pratt Drive, Indiana, PA 15705-1087. Review of application materials will begin on Tuesday, January 15, 2013, and will continue until the position is filled.

Indiana University of Pennsylvania is a member of the State System of Higher Education and is an equal opportunity employer M/F/H/V. Individuals from traditionally under-represented populations are strongly encouraged to apply.

About MIR – Management International Review

Management International Review publishes research-based articles that reflect significant advances in key areas of International Management. Its target audience includes scholars in International Business Administration. MIR is a double-blind refereed journal that aims at the advancement and dissemination of applied research in the fields of International Management. The scope of the journal comprises International Business, Cross-cultural Management, and Comparative Management. The journal publishes research that builds or extends International Management Theory so that it can contribute to International Management Practice. For more information see http://www.mir-online.de/.

About the Focused Issue

Over the last few years, tremendous progress has been made in many emerging markets around the world. The development of knowledge on these economies, however, lags behind their growing relevance in the world economy. One reason for this is that indigenous man-agement concepts such as ubuntu (South Africa), dharma (India), guanxi (China) or blat’ (Russia) which are essential for understanding management practices in these countries are not adequately reflected by traditional “Western” management theories.

It is only recently that the significance of these aspects has been fully recognized in interna-tional management research. For example, in a study of the indigenous conceptual dimensions of Chinese CSR, Xu & Yang (2009) reveal that several widely accepted CSR dimensions in the western world have no embodiments in China. Das (2010) shows how the Indian view of good management practices is strongly rooted in ancient Indian epics such as the Mahabharata and the Ramayana. And Jackson, Amaeshi & Yavuz (2008) demonstrate how the success of firms in Africa is affected by the use of indigenous management techniques.

As a consequence, several scholars call for more context-specific research to draw on indi-genous thought in developing new theories that can help to better understand management practices in Asia, Africa or Latin America (Holtbrügge 1999; Meyer 2006; Panda & Gupta 2007; Banerjee & Prasad 2008; Zheng & Lamond 2009). Moreover, studying indigenous management theories can also be useful for understanding the implicit assumptions of tradi-tional western views and in this way contributes to global management knowledge (Punnett 2004; Cappelli et al. 2010).

While the need for indigenous management research is clear, there are currently very few stu-dies that analyze concrete implications for discovering interesting and relevant research ques-tions, theory building, and data collection (e.g., Tsui 2004; Cheng, Wang & Huang 2009). In this call for papers we specifically seek contributions that may help to close this research gap. We encourage contributors to submit both conceptual and theory-building papers, as well as empirical studies. Possible paper topics include, but are not limited to:

  • Foundations of indigenous management practices
  • Implications of indigenous management theories for different management functions such as marketing, organization, HRM, etc.
  • Implications of indigenous management theories on the individual, group, and organiza-tional level
  • Performance implications of indigenous management practices
  • Methodological aspects of indigenous management research
  • Transferability of indigenous management practices to other countries
  • Clashes and synergies between “Western” and indigenous management practices

Submission Information

  • All papers will be subjected to double-blind peer review
  • Authors should follow MIR guidelines, http://www.mir-online.de/Guideline-for-Authors.html
  • Contributions should be submitted in English language in a Microsoft or compatible format via e-mail attachment to dirk.holtbruegge@wiso.uni-erlangen.de,
    knn@hss.iitb.ac.in, and
    wanghui@gsm.pku.edu.cn.
  • Submission deadline: 31.08.2011 (however earlier submissions are encouraged)
  • The review process will take approx. 5-6 months.

Guest editors

  1. Gary Gereffi (Duke University)
  2. Pavida Pananond (Thammasat University)
  3. Fredrik Tell (Uppsala University)
  4. Tony Fang (Stockholm University)

Background

The societal relevance and impact of international business (IB) research to bridge the gap between theory and practice and to contribute to the betterment of the world are increasingly emphasized within the IB discipline (Tung, 2023). From its inception, the Journal of International Business Policy (JIBP) has sought to encourage scholars in IB and cognate fields to increase their impact in policymaking circles by connecting IB research to major contemporary issues (Lundan, 2018; Van Assche, 2018). The global value chain (GVC) research community is uniquely positioned to pursue and deliver this impact because it links “the macro- (global), meso- (industry and country) and micro- (firm and community) levels of analysis” (Gereffi, 2019: 196) and “bridges the firm-specific, private-sector and country-level, societal divide that has separated the international business and international economics literatures” (ibid: 195). The GVC approach has successfully navigated this terrain through its focus on the role of multinational enterprises (MNEs) in global industries, examining how international trade and foreign direct investment (FDI) affect the development prospects of advanced, emerging and less-developed nations in the global economy (Gereffi, 2018; 2019).

Industrial policy and GVCs

One of the most hotly contested issues in GVC research concerns the varied roles of the state in the development process (Horner & Alford, 2019). How states used different policies to direct economic activities has also been discussed in the literature on industrial policy (see, e.g., Rodrik, 2008; Harrison & Rodríguez-Clare, 2010; Warwick, 2013). Although the concept can be traced back to the infant industry arguments of United States (US) Treasury Secretary Alexander Hamilton in the 18th century and German economist Friedrich List in the 19th century, industrial policy became widely debated and deployed in both developing and industrialised economies in the post-World War II period (Naudé, 2010; Andreoni & Chang, 2019).

Definitions of industrial policy range from broad to narrow. Drawing upon his literature review, Warwick (2013: 16) suggests: “Industrial policy is any type of intervention or government policy that attempts to improve the business environment or to alter the structure of economic activity toward sectors, technologies or tasks that are expected to offer better prospects for economic growth or societal welfare than would occur in the absence of such intervention.” Industrial policies can be of both “harder” (price-related) and “softer” (collaboration-oriented) varieties (Harrison & Rodríguez-Clare, 2010), and they may be targeted horizontally across the economy or towards designated sectors (Warwick, 2013).

In the 1960s and 1970s, the state played a large and direct role in the import-substituting industrialization (ISI) strategies in Latin America, India, and elsewhere, where the tools of industrial policy included local-content requirements, mandatory joint-ventures, and export-promotion schemes to induce MNEs to set up local subsidiaries to make goods in relatively protected domestic markets (Gereffi, 1994: 215-217). In Asia as well, the “Five Dragons”, i.e. Japan (Johnson, 1982), South Korea (Amsden, 1989), Taiwan (Wade, 1990), Hong Kong (Chiu, Ho & Lui, 1997) and Singapore (Cheang, 2022), prospered by adopting their own versions of industrial policy with an active state role in promoting export-oriented industrialization (EOI). A combination of ISI and EOI development strategies has typically been adopted in newly industrializing economies across Latin America and Asia (Gereffi and Wyman, 1990).

Although the neoliberal narrative of the 1970s frowned upon an extensive role of the state in economic management and discredited the use of industrial policy, the concept resurfaced since the mid-2000s as a response to the global financial crisis (Wade, 2018; Chang & Andreoni, 2020; Rodrik, 2023). Today, industrial policy is back in mainstream debates largely due to the growing geopolitical concern of major economic superpowers (Cherif & Hasanov, 2019). The surge of China to become the leading export economy and second largest economy in the world (behind only the US) highlights the importance of balancing the attention given to advanced industrial economies along with emerging and less developed economies in the Global South (Tung, 2023). In addition, smaller economies in Southeast Asia, like Indonesia, Malaysia, and Thailand have their own types of developmental state and economic development patterns (Rasiah, 2021), highlighting the ongoing need for comparative research on this topic.

Current disruptions and the return of industrial policy

The current era is defined by multiple disruptions and economic slowdowns caused by the COVID-19 global pandemic (Gereffi, 2020), the manifold logistical, energy, refugee, and supply consequences of the Ukraine war (Pisani-Ferry, 2022), the rising wave of economic nationalism, and the antagonistic rivalry between the United States and China (Tung, Zander, & Fang, 2023), the world’s two largest economies. In response, governments around the world have chosen to prioritize or reorient industrial policies to strengthen strategic global supply chains of their respective nations. In this era of disruption, we appear to be shifting, at least in part, from a prosperity-driven to a security-driven development landscape, and in this special issue we seek a deeper understanding of how GVCs are changing in the process (Gereffi, 2014; Pananond, Gereffi & Pedersen, 2020; Lee & Gereffi, 2021; Zhan, 2021).

GVC research has shown that “resilience” has different meanings at the firm level (operational efficiency), for supply chains (governance structures and strategies of lead firms) and for countries (national security) (Gereffi, Pananond & Pedersen, 2022). However, the security-driven narrative on economic resilience may emphasize a country-level focus over other perspectives. The one-sided interpretation of resilience in response to home-country geopolitical concerns may result in practices, like reshoring or divestment, that may not always bode well for firms’ governance and financial performance (Pedroletti & Ciabuschi, 2023; Pietrobelli & Seri, 2023).

The renewal of industrial policy adoption in the name of national economic security may trigger further changes and reconfigurations in global industries. In the US, the Biden administration has sought to build more resilient supply chains by strengthening U.S. manufacturing capabilities in strategic sectors such as semiconductors, batteries for electric vehicles, active ingredients for essential medicines, and critical minerals used in advanced electronics and clean energy (White House, 2021). The 2020 Industrial Strategy for Europe (European Commission, 2020) is designed to support the twin transition to a green and digital economy, making European Union (EU) industry more competitive globally. Measures aim at enhancing Europe’s autonomy by fortifying a series of “strategic value chains” including clean and autonomous vehicles, smart health, low-carbon emission industries, the industrial internet of things, and cybersecurity (European Commission, 2019; Dür, Eckhardt & Poletti, 2022). More broadly, the US-led Global North is seeking to build up a “democratic chips” alliance (Reuters, 2022) to reduce their reliance on China (Luo & Van Assche, 2023; Peters, 2022).

Concurrently, in China, President Xi Jinping’s call to realize the “Chinese Dream” (i.e., the great rejuvenation of the Chinese nation) has fuelled China’s own quest to become a technological superpower with advanced manufacturing, electric vehicles, clean energy, and digital technologies being built up rapidly. The launch of China’s long-term state-sponsored initiatives such as “Made in China 2025”, the Belt and Road Initiative (BRI), and China’s Dual Circulation model (European Union, 2020) are strategic moves to make China a leader in global high-tech manufacturing and simultaneously focus on domestic demand and indigenous innovation. The US-China rivalry is increasing and the challenges for trade and industrial policies in GVCs are significant (Li et al., 2022). Notwithstanding a dominant central government and a panoply of state-owned enterprises that wield enormous influence over the national economy, China’s diversified and sustained export success in GVCs and its rapid economic growth also reflect more decentralized and bottom-up policy initiatives at the city and provincial levels (Gereffi, Bamber, & Fernandez-Stark, 2022).

To combat the resource nationalism related to China’s control of many rare-earth minerals (e.g., 41% of cobalt, 28% of lithium, 78% of graphite, and 6% of nickel) and 80% of the processing capacity for these minerals (Chang & Bradsher, 2023), the US State Department is pushing a “minerals security partnership” with 13 governments (U.S. Dept. of State, 2022). In addition, the EU has proposed a “buyers’ club” for critical minerals with G7 countries (Swanson, 2023). The main goals of both proposals are to establish common (and higher) labor standards for suppliers of critical minerals, given the poor standards typical in many mineral-rich countries, as well as to reduce the dependency on China.

Implications of changing configurations of GVCs for IB and industrial policy

Decoupling from China or severing the complex supply chains that tie the two countries together has been popular in some US policy circles, but would have major consequences for the reconfiguration of GVCs throughout the world (Vertinsky et al., 2023; Witt et al., 2023). Given the well-established difficulties of decoupling from China (Farrell & Newman, 2020; Shih, 2020), international leaders have begun advocating for an alternative notion of “de-risking” to deal with a more assertive China (Ciuriak, 2023). European Commission President Ursula von der Leyen initially introduced the term in a speech on March 30, 2023: “I believe it is neither viable – nor in Europe’s interest – to decouple from China. Our relations are not black or white – and our response cannot be either. This is why we need to focus on de-risk – and not decouple” (Cave, 2023).

National and regional initiatives all utilize various forms of industrial policy to remake GVCs (Gereffi & Sturgeon, 2013; Pietrobelli, Rabellotti & Van Assche, 2021). However, 21st century development strategies require interactive industrial policy to navigate complex trade and production linkages in the global economy (Gereffi, Lim & Lee, 2021), unlike earlier eras when domestic industries were more self-contained (Rodrik, 2023). A modern industrial and innovation strategy must simultaneously address several related sets of concerns: global economic competitiveness, national security, reliable international partnerships, and inclusive and sustainable economic growth (Sullivan, 2023; Bistline, Mehrote & Wolfram, 2023; Patrucco et al., 2022). While global challenges like climate change, sustainable development, and demographic shifts require coordinated action, regions may offer the best setting to identify supply-chain trade-offs and conflicts, and negotiate stable global solutions (O’Neill, 2022).   Thus, a GVC perspective on industrial policy allows us a broader space to examine its wide-ranging impacts on social and environmental upgrading progress and the overarching economic goals of growth and sustainability.

Possible Topical Areas of Interest

For this special issue, we invite scholars to contribute theoretical and empirical research that expands or improves current knowledge on the interaction between industrial policy and GVCs in an era of disruptions. Submissions may include but are not restricted to the following topics:

GVCs as a driver of industrial policy

  • How do public agendas around industrial policy emerge and evolve in light of recent patterns of GVC competition?
  • Do geographical chokepoints in GVCs help drive the rise of industrial policy in strategic sectors? Are industrial policies effective in addressing such chokepoints?
  • How can cross-sectoral, cross-regional and/or cross-cultural compositions of GVCs be used to study policy ambitions with respect to strategic industries?
  • What are causes, effects and processes associated with the relocation of supply and industrial policies in emerging economies?
  • What does the move from “prosperity-driven” to “security-driven” in different national or regional contexts mean for GVCs?

Industrial policy and GVC governance

  • How do specific industrial policy initiatives affect GVC configurations? Does it differ if they are developed for resilience or sustainability reasons?
  • How does industrial policy shape patterns of offshoring/reshoring/friendshoring? What are main antecedents and consequences?
  • How do sanctions (geopolitical, technological, financial, and trade-related) affect GVC strategy and operations? Can MNEs shirk the effects by reconfiguring their GVCs?
  • Is “smart specialization” attainable and desirable in today’s era of disruptions?
  • What lessons can be drawn from the Covid-19 pandemic for more sustainable and inclusive GVC governance?
  • Can industrial policies such as the Carbon Border Adjustment Mechanism reduce carbon leakage through global value chains?

Industrial policy and deglobalization

  • Is the deglobalization of GVCs a likely outcome of regional and national sources of policy change? May this differ across regions?
  • How do MNE strategies interact with global and local policy landscapes with respect to evolving GVC governance?
  • How does populism affect IB policies in GVCs?
  • Do regional trade agreements strengthen or undermine GVC trade and investment linkages? 

GVC reactions to industrial policy

  • What supplier strategies are effective in coping with the consequences of policy-driven GVC disruptions and how have these evolved?
  • How do friend-shoring and ally-shoring initiatives affect MNE strategies and changing industrial policies?
  • What is the proper balance between just-in-time (JIT) and just-in-case (JIC) business models to stabilize GVCs in the realm of new industrial policies?

Industrial policy and implications on innovation and economic development

  • What are the ramifications of policy-induced technology wars for the location and rate of innovation activities?
  • How do changes in the industrial policy landscape affect economic development in emerging or least-developed economies?
  • What are examples, processes and effects of unintended consequences of policy changes?
  • What is the impact of supply-chain disruptions on the importance of a multilateral trading system based on WTO rules?
  • How are different views of political and business leaders in the Global South vs. the Global North on changing GVC configurations expressed and why?

Envisioned impact

The discussion on industrial policy in this special issue should provide useful and holistic insights for economic policy makers on the consequences of industrial policy beyond domestic borders. These insights could help policy makers in the areas of trade and investment promotion, as well as those involved in foreign relations.  At the same time, such discussion should also benefit managers of firms whose activities are part of global value chains across industries, both in advanced and developing economies.

 

Submission and Review Process

Submitted manuscripts must adhere to the scope, standards, format, and editorial policy of the Journal of International Business Policy (JIBP). “Author Guidelines” and the JIBP Style Guide for Authors must be followed.

The Special Issue will proceed in two phases. In Phase 1, the four guest editors will review all submitted proposals. A Proposal should not exceed 2500 words, including graphs, tables, figures, and references. It should provide (i) the author(s)’ details; (ii) purpose of the study; (iii) the research question(s) being addressed; (iv) how the piece addresses the core concepts of the special issue; and (v) the relevance of the study for scholars and policy professionals; and (vi) the envisioned impact of the paper.

Contributors with submissions likely to contribute to the SI will be invited to attend an online idea development workshop prior to submitting their full papers. These invitations provide no guarantee for publication in the SI. They serve as indications of our interest in how the full papers can contribute to the SI. In Phase 2, the submitted papers will go through the regular JIBP process of submission, peer-review, revision, acceptance, and JIBP publication. The timeline for submission is as follows:

 

December 15, 2023       Deadline for proposal submission via JIBP’s Manuscript Central portal 

February 2024               Idea Development Workshop (virtual)

June 15, 2024                Deadline for submission of full papers via JIBP’s Manuscript Central portal

Autumn 2024                Paper Development Workshop (virtual)

June 15, 2025                Expected publication of SI (accepted articles published online)

IndustryMasters offers a range of simulations on topics such as sustainability management, retail dealership, bank marketing, and machinery manufacturing. The business simulations provided are intended for use in business schools and advanced management education programs. The simulations are web-based and can be purchased directly from the site. 

Special Issue Editors:

Deadline for submission: August 31, 2018

Tentative publication date:   Spring 2020

Introduction

This call invites papers focusing on the relationship between informal institutions and international business. In this special issue, we understand institutions to be “humanly devised constraints” or “the rules of the game in a society” (North, 1990: 3). Much attention has been paid to formal institutions, or the written (or codified) rules or constraints, such as laws, regulations, constitutions, contracts, property rights, and formal agreements. On the other hand, much less attention has been given to informal institutions or the typically unwritten but socially shared rules and constraints (Pejovich, 1999; Sartor & Beamish, 2014; Sauerwald & Peng, 2013). These informal institutions include common values, cognitions, beliefs, traditions, customs, sanctions, and norms of behavior that are often expected or taken for granted (North, 1990, 2005). In common parlance, the term ‘institutions’ is often used to refer to ‘organizations’ (e.g., governments, international organizations, non-governmental organizations, etc.), but it is important to distinguish between institutions and organizations for academic purposes in order to examine the relationship between them (Chacar, Celo, & Hesterly, 2017; North, 1990, 2005; Scott, 2013). For instance, the WTO is an organization that provides a formal institutional framework of written rules to which its member countries agree to adhere. Simultaneously, membership in the WTO creates informal (or unwritten) institutional structures between member nations, such as reciprocity and interdependency expectations. Papers examining the interaction of formal and informal institutions on international business are also welcome.

In the advent of globalization, the international business literature has increasingly emphasized the importance of considering the institutional environment, instead of studying firm behavior in a vacuum (Dau, 2012, 2013, 2017; Eden, 2010; Kostova, 1997, Kostova et al., 2008; Li, 2013; Li & Qian, 2013). Still, a gap exists in our understanding of informal institutions, as formal institutions only provide part of the picture (North, 1990). This gap is particularly problematic in developing and emerging markets, where informal institutions may have a more prominent role, enabling and facilitating business transactions (Khanna & Palepu, 1997, 2000; Verbeke & Kano, 2013).

Note that this special issue invites papers on informal institutions and not culture, although submissions may examine their relationship and tease out the differences between the two constructs as they relate to international business. Some prior work has treated culture and informal institutions as synonymous. However, these two terms are distinct albeit they can overlap at times. Definitions of culture vary in the literature, but it is typically defined as “the collective programming of the human mind that distinguishes the members of one human group from those of another. Culture in this sense is a system of collectively held values” (Hofstede, 1984: 51). It “is the deeper level of basic assumptions and beliefs” (Schein, 1985: 6-7; see also, Hofstede, 1980, 1994; House et al., 2004; Schein, 2004; Tung & Verbeke, 2010). Informal institutions, on the other hand, are the actual unwritten rules and norms of behavior (North, 1990, 2005), which likely arise as a result of and in conjunction with the cultural framework, but also of formal structures in place in a given location. For instance, whereas culture is often captured with broad dimensions such as the degree of uncertainty avoidance (Hofstede, 1980), embeddedness (Schwartz, 1992), or assertiveness (House, et al., 2004), informal institutions specifically refer to the shared unwritten rules or norms in a society, organization, or other social grouping.

Interdisciplinary Work and Work from Different Perspectives

Interdisciplinary work and research from different institutional perspectives is particularly welcome. Campbell (2004) has identified three main “institutional theories”: rational choice institutionalism (or institutional economics/comparative institutional analyses) (North, 1990; Williamson, 1975, 1985, 2000), organizational institutionalism (or neo-institutional theory) (DiMaggio & Powell, 1991; Scott, 1987, 2013), and historical institutionalism (or institutional sociology) (Granovetter, 1985, 1992, 2017). These theoretical strands are associated primarily with economics, political science, and sociology, respectively, but have been used across disciplines using other names as well (Campbell, 2004).

Submissions should make a clear and novel theoretical contribution, but may build on any theoretical lens (e.g., internalization theory, resource based view, transaction cost economics, evolutionary theory, learning theory, agency theory, etc.) in addition to the institutional theories (Cantwell et al., 2010; Dunning & Lundan, 2008, 2010). What is critical is to use the institutional framework to help develop new theoretical insights.

Furthermore, we encourage work that provides novel ways of measuring informal institutions.

Sample Topics

Given the limited attention on the effects of informal institutions on firms, as well as on the joint effects of formal and informal institutions on firms, this call for papers is purposefully broad. The following is not an exhaustive list, but provides some examples of potential topics:

  1. How do informal institutions, and their interactions with formal institutions, affect firms?
    • What is their impact on firm strategy across borders (e.g., internationalization decisions, location choices, mode of entry decisions, entrepreneurship, global corporate social responsibility, global innovation, etc.) (Dau & Cuervo-Cazurra, 2014; Pejovich, 1999)?
    • Are some of these institutions or combinations of institutions in different markets more conducive to firm success (Chacar, Newburry, & Vissa, 2010)?
    • How do firms organize internally to improve their institutional fit across countries? What structures and organizational models do they choose under different institutional conditions?
    • How do organizations learn the informal rules and develop international capabilities to manage them (Easterby-Smith & Lyles, 2011; Lyles, 2014)? How do resources and capabilities vary in these differing institutional contexts?
    • How does informal knowledge sharing or know-how sharing take place? How do inter- and intra-organizational learning systems and knowledge transfer relate to informal vis-à-vis formal institutional information and knowledge?
    • Do informal rules and governance choices allow unethical choices that are covered up? What happens if they are exposed?
    • What is the relationship between governance choices and the use of informal institutional structures, such as relational contracting based on favors, trust, reciprocity, interdependency, family ties, social capital networks, mutually beneficial relationships, interpersonal connections, and business group networks (Vissa, Greve, & Chen, 2010)? What is the specific role of informal structures such as Guanxi/Guanxiwang in China, Blats/Svyazy in Russia, Wasta in the Arab World, Immak in Korea, Kankei in Japan, Jeito/Jeitinho in Brazil, and ‘grease’ payments (Batjargal, 2007; Chen et al., 2004; Chua et al., 2009; Ledeneva, 1998; Millington et al., 2005; Opper et al., 2017; Park & Luo, 2001; Smith et al., 2012; Zhou et al., 2007)?
    • How do informal institutions alter the value distributions among stakeholders (Chacar & Hesterly, 2008; Coff, 1999; Lieberman & Chacar, 1997)?
    • How does the nature of competition and industry structure change with the informal institutional structure? Are foreign and local firms affected differently (Chacar & Vissa, 2005)?
  1. How do these institutions change and how do actors and organizations affect them (Vaccaro & Palazzo, 2015)?
    • How do firms engage in non-market strategies to affect informal and formal institutions and institutional structures/frameworks?
    • How do firms influence formal and informal institutions in different ways?
    • What is the impact of informal institutions on international organizations (e.g., international non-governmental organizations [INGOs], inter-governmental organizations [IGOs], international non-profit organizations [INPOs], etc.) and how do these organizations affect informal institutions?

Research Across Levels of Analysis

Although institutions are typically conceptualized at the national level of analysis, they may also be conceptualized at other levels, such as the supranational, regional, corporate, subsidiary, functional area, or workgroup/team levels of analysis. Papers focusing on informal institutions at different levels are also welcome. In particular, papers that study informal institutions across levels of analysis are particularly welcome. Some examples follow:

  • How are informal supranational institutions (i.e., hyper norms that cross borders) and formal supranational institutions (i.e., international laws, rules, regulations, and agreements) shaped by globalization and how does this affect international business?
  • How are supranational informal and formal institutions impacted by the diversity in informal and formal national environments and how does this complicate international business? Similarly, how can firms cope with or even benefit from such differences?
  • When do the informal and formal institutional frameworks of a firm clash and when are they compatible with the informal and formal institutional environments of their home and host countries of operation?
  • How can firms align informal and formal institutions across their international subsidiaries or across their areas of operation to enhance their international efficiency, growth, and performance?
  • How do business group informal institutional structures and networks operate and what are the implications for international business?
  • How do firms manage informal institutional differences across their international units (headquarters/subsidiaries), functional areas, or work groups?
  • Do MNEs provide a means of reducing informal and formal institutional differences across nations?

Conference and Symposium

With the aim of helping the authors further develop their papers, we will organize a paper development workshop conference during the spring of 2019. We will invite the authors of papers that receive the option to revise and resubmit their manuscripts. Together with the review process, the opportunity to present and receive comments from discussants and conference participants, will aid authors in strengthening and refining their papers.

Furthermore, we plan to have a symposium at a major academic conference in 2020 for the final selected papers that will appear in the special issue, in order to increase their visibility and impact.

Submission Process and Deadlines

Submissions need to meet JIBS guidelines, including in terms of what is considered international business. Typically, single country studies are only considered international if they focus on international firms or firm internationalization. Furthermore, submission should have implications for international business, although they may also have secondary implications for other fields.

All manuscripts will be reviewed as a cohort for this Special Issue.  Manuscripts must be submitted between August 17-31, at http://mc.manuscriptcentral.com/jibs. All submissions will go through the JIBS regular double-blind review process and follow the standard norms and processes.

For more information about this Call for Papers, please contact the Special Issue Editors or the JIBS Managing Editor (managing-editor@jibs.net).

References

Batjargal, B. 2007. Network triads: transitivity, referral and venture capital decisions in China and Russia. Journal of International Business Studies, 38(6): 998-1012.

Campbell, J.L. 2004. Institutional Change and Globalization. Princeton University Press, Princeton.

Cantwell, J.L., Dunning, J.H. and Lundan, S.M. 2010. An evolutionary approach to understanding international business activity: The co-evolution of MNEs and the institutional environment. Journal of International Business Studies, 41(4): 567-586.

Chacar, A.S., & Hesterly, W. 2008. Institutional settings and rent appropriation by knowledge‐based employees: the case of Major League Baseball. Managerial and Decision Economics29(2‐3), 117-136.

Chacar, A.S., Newburry, W., & Vissa, B. 2010. Bringing institutions into performance persistence research: Exploring the impact of product, financial, and labor market institutions. Journal of International Business Studies41(7), 1119-1140.

Chacar, A.S., & Vissa, B. 2005. Are emerging economies less efficient? Performance persistence and the impact of business group affiliation. Strategic Management Journal26(10), 933-946.

Chacar, A.S., Celo, S. & Hesterly 2017. The Rules of the Game in MLB: Do Formal or Informal Institutions Change First? Business History, in press: http://dx.doi.org/10.1080/00076791.2017.1342811.

Chen, C.C., Chen, Y.R., and Xin, K. 2004. Guanxi practices and trust in management: A procedural justice perspective. Organization Science, 15(2): 200-209.

Chua, R.Y., Morris, M.W., and Ingram, P. 2009. Guanxi vs. networking: Distinctive configurations of affect-and cognition-based trust in the networks of Chinese vs. American managers. Journal of International Business Studies, 40(3): 490-508.

Coff, R.W. 1999. When competitive advantage doesn't lead to performance: The resource-based view and stakeholder bargaining power. Organization science10(2), 119-133.

Dau, L.A. 2012. Pro-market reforms and developing country multinational corporations. Global Strategy Journal, 2(3): 262-276.

Dau, L.A. 2013. Learning across geographic space: Pro-market reforms, multinationalization strategy, and profitability. Journal of International Business Studies, 44(3): 235-262.

Dau, L.A. 2017. Contextualizing international learning: The moderating effects of mode of entry and subsidiary networks on the relationship between reforms and profitability. Journal of World Business, in press: https://doi.org/10.1016/j.jwb.2016.10.005.

Dau, L.A. and Cuervo-Cazurra, A. 2014. To Formalize or Not to Formalize: Entrepreneurship and pro-Market Institutions. Journal of Business Venturing, 29(5): 668-686.

DiMaggio, P.J. and Powell, W.W. (eds.) 1991. The new institutionalism in organizational analysis (Vol. 17). Chicago, IL: University of Chicago Press.

Dunning, J.H. and Lundan, S.M. 2008. Institutions and the OLI paradigm of the multinational enterprise. Asia Pacific Journal of Management, 25(4): 573–593.

Dunning, J. H. and Lundan, S.M. 2010. The institutional origins of dynamic capabilities in multinational enterprises. Industrial and Corporate Change, 19(4): 1225-1246.

Easterby-Smith, M., and Lyles, M.A. (Eds.) 2011. Handbook of Organizational Learning and Knowledge Management. New York: John Willey and Sons.

Eden, L. 2010. Letter from the Editor-in-Chief: Lifting the veil on how institutions matter in IB research. Journal of International Business Studies, 41.2: 175-177.

Granovetter, M. 1985. Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91: 481–510.

Granovetter, M. 1992. Economic institutions as social constructions: A framework for analysis. Acta Sociologica, 35(1): 3-11.

Granovetter, M. 2017. Society and economy: Framework and principles. Cambridge, MA: Harvard University Press.

Hofstede, G. 1980. Culture’s consequences: International differences in work-related values. Beverly Hills, CA: Sage.

Hofstede, G. 1984. National cultures and corporate cultures. In L.A. Samovar, R.E. Porter (Eds.), Communication between cultures. Belmont, CA: Wadsworth.

Hofstede, G. 1994. The business of international business is culture. International Business Review, 3(1): 1–14.

House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., & Gupta, V. (Eds.). 2004. Culture, leadership and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.

Khanna, T. and Palepu, K.G. 1997. Why focused strategies may be wrong for emerging markets. Harvard Business Review, 75(4): 41-51.

Khanna, T. and Palepu, K.G. 2000. The future of business groups in emerging markets: Long-run evidence from Chile. Academy of Management Journal, 43: 268-285.

Kostova, T. 1997. Country institutional profiles: Concept and measurement. Academy of Management Proceedings, 180-183.

Kostova, T., Roth, K. and Dacin, M.T. 2008. Institutional theory in the study of multinational corporations: A critique and new directions. Academy of Management Review, 33(4): 994-1006.

Ledeneva, A.V. 1998. Russia’s economy of favors: Blat, networking, and informal exchange. Cambridge, UK: Cambridge University Press.

Li, J.T. 2013. The Internationalization of Entrepreneurial Firms from Emerging Economies: The Roles of Institutional Transitions and Market Opportunities. Journal of International Entrepreneurship, 11(2): 158-171.

Li, J.T and Qian, C. 2013. Principal-Principal Conflicts under Weak Institutions: A Study of Corporate Takeovers in China. Strategic Management Journal, 34: 498-508.

Lieberman, M. & Chacar, A.S. 1997. Distribution of Returns among Stakeholders: Method and Application to U.S. and Japanese Companies . In Thomas, Howard and O’Neal, Don (Eds.) 1997, Strategic Discovery: Competing in New Arenas. John Wiley & Sons Ltd: London, UK.

Lyles, M.A. 2014. Organizational Learning, knowledge creation, problem formulation and innovation in messy problems. European Management Journal, 32(1): 132-136.

Millington, A., Eberhardt, M., and Wilkinson, B. 2005. Gift giving, guanxi and illicit payments in buyer–supplier relations in China: Analysing the experience of UK companies. Journal of Business Ethics, 57(3): 255-268.

North, D.C. 1990. Institutions, Institutional Change, and Economic Performance. New York: Cambridge University Press.

North, D.C. 2005. Understanding the Process of Economic Change. Princeton: Princeton University Press.

Opper, S., Nee, V. and Holm, H. 2017. Risk Aversion and Guanxi Activities: A Behavioral Analysis of CEOs in China. Academy of Management Journal, 60(4): 1504-1530.

Park, S. and Luo, Y. 2001 Guanxi and organizational dynamics: Organizational networking in Chinese firms, Strategic Management Journal, 22: 455-477.

Pejovich, S. 1999. The effects of the interaction of formal and informal institutions on social stability and economic development. Journal of Markets and Morality, 2(2).

Sartor, M.A. and Beamish, P.W. 2014. Offshoring innovation to emerging markets: Organizational control and informal institutional distance. Journal of International Business Studies, 45(9): 1072-1095.

Sauerwald, S., & Peng, M.W. 2013. Informal institutions, shareholder coalitions, and principal–principal conflicts. Asia Pacific Journal of Management30(3), 853-870.

Schein, E.H. 1985. Organizational Culture and Leadership (1st edition), San Francisco: Jossey-Bass Publishers.

Schein, E.H. 2004. Organizational Culture and Leadership (3rd edition), San Francisco: Jossey-Bass Publishers.

Schwartz, S.H. 1992. Universals in the content and structure of values: Theoretical advances and empirical tests in 20 countries. San Diego: Academic Press.

Scott, W.R. 1987. The adolescence of institutional theory. Administrative science quarterly: 32(4): 493-511.

Scott, W.R. 2013. Institutions and organizations (4th ed.). Thousand Oaks, CA: Sage.

Smith, P.B., Torres, C., Leong, C.H., Budhwar, P., Achoui, M., Lebedeva, N. 2012. Are indigenous approaches to achieving influence in business organizations distinctive? A comparative study of guanxi, wasta, jeitinho, svyazi and pulling strings. International Journal of Human Resource Management, 23(2): 333-348.

Tung, R.L., and Verbeke, A. 2010. Beyond Hofstede and GLOBE: Improving the quality of cross-cultural research. Journal of International Business Studies, 41(8), 1259-1274.

Vaccaro, A., & Palazzo, G. 2015. Values against violence: institutional change in societies dominated by organized crime. Academy of Management Journal, 58(4), 1075-1101.

Verbeke, A., & Kano, L. 2013. The transaction cost economics (TCE) theory of trading favors. Asia Pacific Journal of Management30(2), 409-431.

Vissa, B., Greve, H.R., & Chen, W.R. 2010. Business group affiliation and firm search behavior in India: Responsiveness and focus of attention. Organization Science21(3), 696-712.

Williamson, O.E. 1975. Markets and Hierarchies, Analysis and Antitrust Implications: A Study in the Economics of Internal Organization. New York: Free Press.

Williamson, O.E. 1985. The Economic Institutions of Capitalism: Firms, Markets, Relational Contracting. New York: Free Press.

Williamson, O.E. 2000. The New Institutional Economics: Taking Stock, Looking Ahead. Journal of Economic Literature, 38(3): 595-613.

Zhou, L, Wu, W.P., Luo, X. 2007. Internationalization and the performance of born-global SMEs: the mediating role of social networks." Journal of International Business Studies, 38(4): 673-690.

About the Guest Editors

Luis Alfonso Dau is an associate professor of International Business and Strategy at the D’Amore-McKim School of Business at Northeastern University. His research focuses on the strategic responses of emerging market firms to institutional processes and changes. He is particularly interested in the impact of regulatory reforms on the international strategy and performance of such firms.

Aya Chacar is an Professor in Management and International Business and Ingersoll-Rand Chaired Professor at Florida International University. She holds a PhD in Strategy and Organization from University of California, Los Angeles. Her research interests are on the interaction of institutions and globalization on firm organization and leadership, strategy and performance, strategic human assets and value appropriation.

Marjorie Lyles is Professor of International Strategic Management at Indiana University Kelley School of Business and the Kimball Faculty Fellow. She was founding Director of the Indiana University Center on Southeast Asia. She is a member of the American Management Association's International Council and has been an Invited Scholar and consultant for the U.S. Department of Commerce in the Peoples' Republic of China. Marjorie's writings center on organizational learning, international strategies and cooperative alliances, and technology development particularly in emerging economies. She is a Fellow of the Academy of International Business and a JIBS Area Editor.

Jiatao (JT) Li is Lee Quo Wei Professor of Business, Head and Chair Professor of Management, and the Senior Associate Dean of the HKUST Business School, Hong Kong University of Science and Technology. His current research interests are in the areas of organizational learning, strategic alliances, corporate governance, innovation, and entrepreneurship, with a focus on issues related to global firms and those from emerging economies.  His work has appeared in top academic journals such as Academy of Management Journal, Academy of Management Review, Journal of International Business Studies, Organization Science, and Strategic Management Journal. He is a Fellow of the Academy of International Business and a JIBS Area Editor.

This special issue is designed to advance research on business models in global competition. International firms, whether long-established MNEs or emerging market new ventures, create and capture value through business models that are undergoing a radical transformation worldwide. The quest for building global competitive advantages in today’s market landscapes, such as the permeating use of information technologies, increased reliance on emerging markets, heightened threats from low-cost rivals, and growing pressure to be locally resilient yet globally integrated, prompts business model innovations. Emerging opportunities, including those at the middle income level and bottom of the pyramid in developing countries, and new challenges, such as the economic slowdown in the developed world, put additional pressure on MNEs to innovate with their business models. While “innovating business models” suggests many potential research questions, this special issue particularly welcomes papers that span theoretical boundaries and disciplines to create new perspectives or frameworks that improve our understanding of the processes, forces, paths, evolution, outcomes or contextualized factors associated with developing, innovating, or executing business models for global competition by multinationals from developed or developing countries.

Background:

A business model describes a formula of unique value creation. It typically consists of a unique customer value proposition and profit-making scheme, as well as key resources and processes coupled together as a system to operationalize value creation. It often connects strategy, customers, resources, and processes to form a distinct value creation, delivery, and capture system. In global competition, the business model describes how the MNE creates value distinctively in the global marketplace by combining technology, capital, products, brands, brainpower, and value-creation activities that suit peculiarly well foreign or global market needs, giving rise to an advantage over its global rivals and sustained profitability. As business activities reach out internationally, a business model will have extended and enhanced ramifications for MNE performance at both global and local levels. Transnational operations also imply that business models may vary across different countries in which the MNE operates and competes. A successful profit formula in one host country may not be transferable to other host countries due to the disparate conditions surrounding the firm.

Research on business models in global competition has not yet been prominent in academic discourse. This is caused in part by the fact that MNEs have never faced the immense pressure they do today for innovating business models. In fact, 95% of senior executives of Western MNEs doubt that their companies have the right business or operational model for today’s shifting business world, according to a 2011 Accenture survey. Thus, there is a need to tap into this important topic and its underlying forces, processes, and consequences to create a richer field of global strategy.

Research Questions:

We focus exclusively on the global relevance or global process of business models adopted by MNEs from either developed or developing countries. In concert with the mission of GSJ, we seek papers that are multidisciplinary in scope and interdisciplinary in content and methodology (empirical substantiation preferred) and are cutting-edge research, breaking new conceptual ground and addressing real-world phenomena regarding developing and innovating business models for winning global competition. Examples of topics that fall under the domain of this special issue, which are illustrative at best and are not intended to define the boundaries of this special issue, include:

By virtue of their global spanning capabilities and their need to compete in multiple markets, there are more opportunities as well as more complexities for MNEs than for domestic firms in innovating business models. How do MNEs develop business models to capitalize on the global scale, global network, and global reach of their cross-border operations? What major factors (local, regional or global) should MNEs consider in designing and executing a complicated business model system? How do liabilities of foreignness, the advantages of global connectivity, and spatial transferability play their part in shaping the creation of business models designed to achieve sustained returns?

After several decades of operating in foreign emerging markets, most Western MNEs have become "strategic insiders" who view their large-scale operations in these markets as key to their overall global success. Increasingly dependent on these markets and fiercely competing against local companies that are more cost effective and faster in product development, MNEs are propelled to develop new business models for their growth. How do they depart or evolve from their old business models? What are compelling forces that spark MNEs to revamp existing business models? How do competition and cooperation with local firms affect an MNE’s new business model? How do new business models (e.g., reverse innovation, multi-tier marketing, co-evolution, adaptive diversification) used by Western MNEs actually work in emerging markets?

Business models are more global than ever before because of the growing integration of the world economy. At the same time, offshoring and outsourcing are changing the nature of the firm, producing unprecedented international relocation of economic activity. What are the specific conditions at the global, regional, national, industry- and firm-levels that make MNEs shift their dominant business models? In what ways do MNEs build a virtuous cycle between existing strengths and new business models and between their business models and new competitive advantages? How do institutional pressures in the environment shape or reshape business model innovation? Why do some MNEs prefer the use of a similar business model in many foreign markets while other MNEs opt for different business models for different markets?

Unlike domestically run firms, MNEs have many more global-level factors to think through when innovating business models. Will business model creation or innovation depend on an MNE’s international strategies (multi-domestic, transnational, and global)? How do host country contextualized forces influence business model creation and evolution? How do MNE business models coevolve with shifting conditions of macro- and micro-business environments surrounding them? How successful are these evolving models (many business models do fail)?

Deadline and Submission Instructions

The deadline for submission of papers is December 31, 2014. All manuscripts will be reviewed as a cohort for this special issue. All submissions will go through the GSJ regular double-blind review process and follow the standard norms and processes that have been established by the journal (see gsj.strategicmanagement.net).

For more information about this call for papers, please contact the GSJ Managing Editor, Lois Gast (lgast@wiley.com) or the Special Issue Guest Editors:

Yadong Luo, University of Miami (yadong@miami.edu)

Peter Buckley, University of Leeds (pjb@lubs.leeds.ac.uk)

Henry Yeung, National University of Singapore (henryyeung@nus.edu.sg)

This edited book is scheduled as volume 20 of International Finance Review (IFR), an annual book series, to be published in 2020. IFR publishes theme-oriented edited volumes on various issues in international finance, including global dimensions of financial economics, accounting, and strategy. IFR is indexed by AERES (France), EconLit, Scopus, ProQuest, EBSCO, Thomson Reuters' Book

Citation Index, and others. To know more about this volume, please visit:

http://www.emeraldgrouppublishing.com/products/books/series.htm?id=1569-3767

Overview of the Volume:

Every day, new technology is changing the way we do business. Innovation and disruption influence firms and industries ranging from financial services to industrial firms, from business processes to payment systems, from manufacturing and retail systems to supply chains. We hear more and more about AI, big data, blockchain, fintech, 5G, and so forth as manifestations of disrupting technology that may profoundly influence business, finance, industry, law, and government. Innovations are changing the way we transact, the way we keep our books and records, the way we process payments and accounting, and the way we verify and reduce fraud.

Innovative applications within finance are already approving mortgages and personal loans, searching for fraudulent activity and giving financial advice. At the same time, governments and regulatory agencies are pondering how best to govern technologies and innovations. Extra-territorial extensions of these technologies and innovations globally challenge the boundaries of law.

We welcome original manuscripts on broad topics relevant to, not only fintech and financial innovation but also on corporate innovation and disruption in domestic or global context. Some examples include, but are not limited to, the following:

  • Cryptocurrencies and their economic significance;
  • Regulating digital transactions and systems;
  • Blockchain and its effects on the digital economy;
  • Trends in financial innovation and fintech industry;
  • Payment systems and peer-to-peer lending; artificial intelligence (AI), machine learning (ML) and the internet of things (IoT);
  • The use of distributed ledger technology and smart contracts in international business;
  • Digital disruption in business processes;
  • Technology enabled innovations;
  • Management and governance of innovations;
  • Venture and finance of technological and innovating firms;
  • Industrial evolution around digital innovation;
  • Digital economy and innovation ecosystems;

Submission procedure, Deadline and contacts:

Original manuscripts are to be submitted by February 28, 2019 to volume editors:

J. Jay Choi (jjchoi@temple.edu) and Bora Ozkan (bora.ozkan@temple.edu).

This Management of Organization Review (MOR - impact factor 2.738) special issue aims to explore the key features of the innovation and entrepreneurship eco-system in India. There is recent evidence that innovation and entrepreneurship dynamics in transforming economies differ from like processes in advanced market economies in significant ways. Therefore, applying the dominant theoretical lens developed to study innovation and entrepreneurship in advanced market economies may be inappropriate. For instance, the Global Entrepreneurship Monitor (GEM) surveys clearly demonstrate the composition of total entrepreneurial activity (TEA) for advanced and transforming economies is substantially different, with a significantly higher level of ‘need-based’ entrepreneurship in the latter. Hence the typical advanced economy transition from wage employment to may be reversed in transforming economies. Transforming economies also witness a significant role of the transnational diaspora in their entrepreneurial and innovation processes. Further, at the level of corporate entrepreneurship, London and Hart (2004) argue that results of studies of MNE subsidiary entrepreneurship undertaken in advanced market economies may not generalize to transforming market economies. In summary, a fundamental question is whether entrepreneurship and innovation in transforming economies are diverging from the norms of advanced economies as these countries get wealthier and develop entirely new trajectories. 

Special Issue Editors: Suresh Bhagavatula (IIM-Bangalore), J. Peter Murmann (UNSW - AGSM), Ram Mudambi (Temple)

Deadline: July 17, 2017

Questions about the special issue may be directed to any of the guest editors. Papers for the special issue should be submitted electronically through MOR’s ScholarOne Manuscripts site at 

http://mc.manuscriptcentral.com/mor 

and identified as submission to the ‘Innovation and Entrepreneurship in India’ special issue. 

In recent years, a combination of different factors has led many Latin American companies to turn to innovation. International companies have increased their operations in that part of the world. At the same time, Latin American companies are competing in other parts of the world. As a consequence, innovative products and services, at competitive prices, become of fundamental importance at home and abroad. Innovative products and services mean new or improved products and services and competitive prices depend on innovative processes. As a consequence, Latin American companies are concerned with innovations in products, services and processes. On the other hand, increasing costs of R&D have opened up new possibilities for joint efforts of foreign companies with Latin American companies. Other intervening factors are the increasing concerns over sustainability, the impact of government regulation and policies, new innovation practices, social change, etc.

The goals of this special issue are to present insights into the concepts of innovation and  innovation management in Latin America, that are relevant to scholars and practitioners concerned with the challenges of innovation in that part of the world.

Potential topics of interest include, but are not limited to:

•         Product, service and process innovation challenges for Latin American companies
•         Innovation strategy, collaboration and competition
•         Innovation and technology for sustainable development
•         Open and user innovation in Latin America
•         Government innovation policy and regulation for innovation
•         Innovation systems in Latin America
•         The role of venture capital in supporting innovation in Latin America
•         Trends in innovation management in Latin America
•         New business models in Latin America
•         Practices for managing knowledge in innovation management
•         Employment of technology in innovation
•         Effectively coordinating innovation activities across borders
•         Managing virtual teams and environments for innovation
•         Challenges to entrepreneurial innovation in Latin America
•         Product- and service-innovation alignment with corporate sustainability efforts

We encourage full research papers based on ample empirical evidence but we also seek papers that are conceptual in nature. Papers that compare policies and practices across different countries in Latin America are also welcome.

Submission
Deadline for submission: October 8, 2012
Papers for the Special Issue should be submitted to lucilia.silva@coppead.ufrj.br with the title of the Special Issue in the Subject Line.
Papers should not have been previously published nor be currently under consideration for publication elsewhere.

Formatting basics
File types and font: Word or PDF, 12 point Times New Roman.
Text: double-spaced, not to exceed 30 typed pages including abstract, keywords, references, tables, figures, and appendixes.
Title page (separate file): should include title, author(s) name/title, institution, address, telephone number, email address, and acknowledgments, if applicable.
Authors should also supply a shortened version of the title suitable for the running head, not exceeding 50 character spaces.

There is a burgeoning academic literature on the societal and environmental role of the corporation.  Unfortunately, this research has failed to generate a substantive academically relevant and empirically practical business logic for these corporate roles (Devinney, 2009).  However, if one goes back to early work in the field, there is a strong suggestion that the business case for sustainability and social responsibility can be found in a linkage to innovation (Hart & Milstein, 1999).  That is, that the value of corporate social and environmental responsibility – the core of the sustainability agenda – can be found by looking at it as a form of market and organizational innovation.  This is supported by later work from scholars such as McWilliams and Siegel (2000) who cite evidence such as the strong correlation of CSR with R&D and advertising to argue that the value of socially responsible behavior and sustainability is strongly related to its integration with other intangible assets. However, despite the logic of this early work, there has been little research that has effectively integrated our extensive knowledge of innovation and product and service development with concerns about sustainability and social responsibility.  Integrating these two areas could create a more coherent and parsimonious business case for sustainability and CSR and help to provide a normative guide for managers attempting to develop more sustainable corporate strategies.

The purpose of this special issue is to engage scholars who are focus on organizational and product/process/service innovation.  We would like to go beyond traditional management scholarship and engage thinkers in economics, sociology and engineering.  The special issue targets two audiences: academics involved in the fields of innovation and scholars interested in sustainability and social responsibility. Theoretical, methodological and empirical manuscripts will be considered, as long as the research has significant implications for strategy and innovation research and practice. Possible topics that will be suitable for this special issue include (but are not limited to) the following:

  • Applications of existing models of innovation and product/service development to a sustainable enterprise model
  • The role of open and collaborative innovation in developing more sustainable organizations as well as products and services
  • The role of extra-organizational knowledge (e.g., from NGOs) in fostering innovation
  • New empirical approaches to innovation arising from increasing demands on corporations for environmental and social responsibility
  • Theoretical and empirical research on the role of innovation in “strategic” CSR and sustainability (Siegel, 2009)
  • The role of environmentally and socially responsible ‘creative destruction’ in building new products and markets

Linkage with the 6th International CSR Conference and Special Workshops
Authors considering this special issue are also encouraged to present their research at the 6th International CSR Conference to be held in Berlin on 8–10 October, 2014 (information is available here: http://www.csr-hu-berlin.org).  Proposals to this conference only require a short abstract and this will provide an opportunity to interact with the special issue editors and get comments on your work. The deadline for abstracts is 5 May, 2014.

In addition, we expect that all papers receiving an R&R (Revise & Resubmit) in the first round will be invited to a series of workshops in mid-2015 to interact with the special issue editors plus other authors.
Note that attending the conference or the workshops is not mandatory and will not influence the disposition of your manuscript.  These are simply part of the process of improving scholarship.

Process and Deadlines:

  • Abstracts for the 6th International CSR Conference (for those wishing to attend): 5 May 2014
  • Full paper submissions to the LRP Special Issue: 1 December 2014
  • Decisions made on the first round of submissions: 31 March 2015 (approximate)
  • Workshops for papers receiving R&Rs: June 2015 (approximate)
  • Submission deadline for second round: 31 August 2015

Each article will be sent to two or three reviewers, with the intent that each paper will be examined by experts in the application area – e.g., CSR, environmental sustainability – and in innovation/strategy. Assigning reviewers in such a manner is meant to ensure that the paper address both ‘sustainability’ and ‘innovation’ issues of relevance to the key audience of the special issue.

Special Issue Editors

Timothy M Devinney (Ph.D., University of Chicago), University Leadership Chair and Professor, University of Leeds, and Professor (Conjoint) at the Faculty of Medicine at the University of New South Wales. 

Joachim Schwalbach (Ph.D., University of Bonn), Professor of International Management at Humboldt-Universität zu Berlin.

Donald S. Siegel (Ph.D., Columbia University).  Donald Siegel is Dean of the School of Business and Professor of Management at the University at Albany, SUNY.

Innovation and Sustainability in Navigating Global Challenges

Special Symposium of Academy of International Business Sustainability SIG

Shenzhen, China, May 24-25, 2025

Theme

Intensified geopolitical tensions between major economies, deteriorating natural environments, stagnated international communications and businesses, together with the disruption caused by newly emerged technologies have put great challenges to the prosperity and survival of firms. In order to navigate such challenges, firms on the one hand need to develop intrinsic capabilities such as technological innovation, organizational innovation, dynamic capabilities and organizational resilience. On the other hand, they need to create positive natural, social and institutional environments by building and maintaining good relationships with various business and non-business stakeholders. 

More specifically, firms are increasingly compelled to address the dual imperatives of sustainability and innovation in response to mounting pressures from regulators, customers, employees, and other stakeholders. These demands include decarbonization, circular resource use, and minimizing environmental footprints. Despite these calls for action, the majority of materials used in production remain virgin and unrecycled, with significant waste ending up in landfills, exacerbating the climate crisis. Simultaneously, global challenges such as financial crises, trade tensions, Brexit, the COVID-19 pandemic, and the Russian invasion of Ukraine have disrupted global value chains (GVCs), underscoring the importance of innovation in business operations.

Sustainability and circular economy principles offer viable solutions to the current "take-make-dispose" production paradigm. These approaches emphasize reusing, repairing, and recycling resources and products, along with extending responsibility for product lifecycles through take-back schemes. While these strategies align with environmental goals, integrating them with innovation often generates tensions. 

Business, Innovation, and Sustainability scholars are increasingly interested in these intersections, investigating how firms can simultaneously achieve sustainability and innovation. However, traditional analytical frameworks often fail to capture the complexity of these dual objectives, overlooking the tensions, paradoxes, and trade-offs that arise. For instance, social embeddedness might create organizational inertia that deters technological as well as organizational innovations. In a global context, while sustainability often emphasizes local environmental priorities, these can clash with global operational efficiencies and resilience objectives, creating new layers of complexity for firms.

To address these challenges, scholarship must integrate insights from sustainability, innovation, circularity, industrial ecology, and green production. This interdisciplinary approach can deepen our understanding of the global, systemic nature of innovation and its role in resolving tensions between environmental and resilience strategies. Researchers must explore how technological, institutional, and organizational changes reshape firm strategies, organizational design, and performance.

It is in this context that we call for participation in this symposium. Among other topics, we would like to engage in in-depth, cross-disciplinary discussion on the following:

  • MNEs face challenges in balancing sustainability with innovation, questioning how to pursue both goals, adopt viable strategies, and integrate sustainability into global value chains while addressing innovation demands.
  • Innovation and sustainability can conflict or complement each other. Strategies like R&D in value chains may increase carbon footprints, undermining sustainability. However, local production and take-back programs can align both goals by reducing disruptions and reliance on virgin resources. The challenge is identifying strategies that optimize both objectives simultaneously.
  • Digital innovation drives sustainability by optimizing resources, reducing waste, and enhancing transparency. Technologies like AI and IoT enable circular economy models and stakeholder collaboration. However, challenges such as energy demands, ethical data use, and equitable access must be addressed to maximize its impact.
  • Technological innovation advances sustainability by improving efficiency, reducing resource use, and enabling cleaner production methods. Innovations like renewable energy, green manufacturing, and waste-reducing technologies support sustainable development. However, challenges such as high implementation costs, technological disparities, and unintended environmental impacts must be managed for effective adoption.
  • Product and process innovation supports sustainability by designing eco-friendly products and optimizing production methods to reduce impact on the environment. Innovations like biodegradable materials and energy-efficient processes align with sustainable goals. However, integrating these innovations raises the question of how to balance costs, scalability, and environmental impact. 
  • Stakeholders increasingly pressure MNEs to achieve sustainability and innovation, with institutions, customers, and employees driving demand for sustainable practices. This raises questions about the roles of regulations, companies, and individual actors, as well as the influence of NGOs, trade unions, and industry associations in shaping strategies to reduce negative impacts and enhance innovation and performance.

Keynote Speakers

Geoffrey Jones, Isidor Straus Professor at Havard Business School, Executive Advisor of AIB Sustainability SIG, Elected Fellow of the Academy of International Business (AIB), Co-Editor in Chief of Business History Review. Click here for full bio

Jane Lu, Senior Editor of the Journal of World Business, Consulting Editor of the Journal of International Business Studies, Elected Fellow of the Academy of International Business (AIB), AIB Vice President (Administration). Click here for full bio

Allan Bird, Professor at the Goa Institute of Management, Reviewing Editor of Journal of International Business Studies, Elected Fellow of the Academy of International Business (AIB), Member of AIB Sustainability SIG. Click here for full bio

Shasha Zhao, Associate Professor of International Business and Innovation, Co-Founder and Co-President of Sustainability SIG, Co-Director of Centre for Social Innovation Management at University of Surrey, Guest Editor of Global Strategy Journal (CfPs). Click here for full bio

Host

Sun Yat-sen University Business School (School of Entrepreneurship), Shenzhen, China

Research Center for Innovation, Entrepreneurship, and Technology Finance, Sun Yat-sen University, Shenzhen, China

Chair

Guangzhong Li, Professor, Dean of Business School (School of Entrepreneurship), Sun Yat-sen University, Shenzhen, China

Bing Liu, Professor, Head of the Department of Business Administration, Business School (School of Entrepreneurship), Sun Yat-sen University, Shenzhen, China

Zhenzhen Xie, Professor, Department of Business Administration, Business School (School of Entrepreneurship), Sun Yat-sen University, Shenzhen, China 

Shasha Zhao, Associate Professor at Surrey University, UK, Visiting Professor of Shandong University, China

Participation

Scholars interested in presenting at the conference should send an extended abstract (maximum 5 pages) to Mr. Jin, Dengke (email: ISNGC_AIB2025@gmail.com) no later than April 1st. Decisions on paper acceptance will be sent out by Apr 10thFor papers selected for presentation, we will provide (1) paper-focused quality discussion and constructive feedback during the symposium, (2) free registration for the presenting authors, and (3) up to three nights of accommodation for invited speakers. Non-presenting authors, scholars and students without an accepted paper are also very welcome to attend the symposium. Please email Mr. Jin, Dengke (ISNGC_AIB2025@gmail.com) for registration details.

Program

May 23 evening: opening dinner (speakers and authors)

May 24 morning: opening remarks & keynotes

May 24 afternoon: paper sessions 

May 25 morning: expert panels 

May 25 afternoon: paper sessions & closing remarks

May 25 evening: closing dinner (speakers and authors)

Shenzhen

Shenzhen is a coastal city in South China, the homebase of many world-class innovative companies such as Huawei, DJI, BYD and Tencent. It is located on the eastern bank of the Pearl River, neighboring Hong Kong. Shenzhen has been a touchstone for China's reform and opening-up policy. From 1979 to 2021, Shenzhen has skyrocketed from a tiny border town with a population of more than 30,000 to a metropolis with a population of more than 17 million. It has become a prosperous, chic, innovative, harmonious and beautiful city and established many firsts in the history of world industrialization, urbanization and modernization. Shenzhen is a link between the Chinese mainland and Hong Kong and a transport hub for coastal southern China. The city leads in high-tech development, financial services, foreign trade, shipping and creative and cultural industries.

Venue

Business School (School of Entrepreneurship), Sun Yat-sen University, Shenzhen, China. 

Address: No.66, Gongchang Road, Guangming District, Shenzhen, Guangdong 518107, P.R.China

Recommended hotels

SYSU Academic Villa, Shenzhen Campus, Sun Yat-sen University (Inside campus)

¥450 RMB/King’s bed room/Night

Address: No.66, Gongchang Road, Guangming District, Shenzhen, Guangdong 518107, P.R.China

--------------------------------------------------------------------------------------------

Lavande Hotel Shenzhen Guangming Science City Zhongshan University Metro Station (To the south gate of the campus)

¥388 RMB/King’s bed room/Night

Address: No.171, Gongchang Road, Guangming District, Shenzhen, Guangdong 518107, P.R.China

--------------------------------------------------------------------------------------------

EVEN Hotels Shenzhen Guangming Cloud Park and Holiday Inn Express Shenzhen Guangming Cloud Valley (2 km from the campus)

¥450 RMB/King’s bed room/Night

Address: Block B-1 (5-16 Floor), No.98 Zhenyuan Road Shenzhen, Guangdong 518000 Mainland China

--------------------------------------------------------------------------------------------

‌Grand Mercure Shenzhen Guangming (7 km from the campus)

¥550 RMB/King’s bed room/Night

Address: Building 1A, Jianfa Yuefu Square, intersection of Guangming Avenue and Guanguang Road Guangming District, SHENZHEN, Guangming District, Shenzhen, Guangdong, China

Special Issue Editors:

Deadline for submission: November 1, 2018

Tentative publication date: Summer 2020

Introduction

This special issue focuses on the nature of innovation, within and across firms, in the context of emerging economies. It follows a recent trend by scholars increasingly using emerging economies as terrains to explore core assumptions about FDI, foreign market entry, alliances, and institutions (Govindarajan & Ramamurti, 2011; Henisz, 2000; Khanna & Palepu, 2000; Morck, Yeung, & Yu, 2000; Narula, 2012). This issue also seeks to build on work from fields such as strategy, organizational theory, economic geography, and economic sociology that has sought to identify the mechanisms that lead to different patterns of product and process innovations as well as the breakthrough and diffusion of new technologies and knowledge (Gordon & McCann, 2005; Henderson & Clark, 1990; Owen-Smith & Powell, 2004; Rosenkopf & Tushman, 1998).

Innovation remains a critical component for sustained growth and competitive advantage for emerging economies and their firms. Over the last two decades, research at the intersection of innovation and development has increasingly forced us to reframe some fundamental assumptions about the nature, process and underpinnings of innovation in all economies. As global value chains (GVCs) and MNEs link innovation systems in advanced market economies with those in emerging economies, cross-border opportunities and challenges arise that were not seen in previous decades. These challenges often relate to economic development and upgrading at the emerging economy end (Giuliani, Pietrobelli, & Rabellotti, 2005), whereas at the advanced market end, they relate to offshoring and rationalization (Leigh & Gifford, 1999).

The dynamics and spread of GVCs and MNEs and their associated innovation activities has pushed scholars to reconsider the mechanisms and direction for cross-border transfer of knowledge and technologies (Gereffi, 1999; Zhao & Anand, 2009, Narula, 2014). Scholars have shown how firm learning often depends on distinct vertical and horizontal network linkages (Hirschman, 1968; Morris, Kaplinsky, & Kaplan, 2012) as well as the ability of local firms to generate new absorptive capacities (Mudambi et al., 2017; McDermott & Corredoira, 2010; Thun, 2006; Vasudeva & Anand, 2011). We see shifts in the direction of cross-border knowledge creation, as MNEs from advanced countries are using emerging economy innovation systems to develop new types products and processes that leverages their GVCs and brings new knowledge back to headquarters (Brandt & Thun, 2010; Govindarajan & Ramamurti, 2011; Herrigel et al., 2013).

These streams of scholarship have led to fresh debates on the fundamental types of knowledge and skills critical for firms in emerging economies. Dominant views on innovation, from network analysis to innovation systems to MNC spillover effects, often place a premium on the necessity of firms having access to pioneering technologies and societies creating institutions focused promoting the transfer of pioneering knowledge (Breznitz, 2007; Nelson, 1993; Owen-Smith & Powell, 2004). However, recent work reveals that sustained innovation in emerging economies may depend more on access to diverse applied, experiential knowledge which enables backward firms to shift to more modern organizational capabilities. (McDermott & Pietrobelli, 2017; Perez-Aleman, 2011; Pietrobelli & Rabellotti, 2011). The vast majority of emerging economy firms (many of which are small- and medium-sized enterprises) face large technological gaps, and cannot take advantage of international standards and technologies. This absence of absorptive capacity constrains the sequence and nature of learning processes, the shape of technological advances and the core mechanisms of knowledge transfer.

Concerns about forms of innovation, technological upgrading and knowledge diffusion are at the center of growing debates at the intersection of economic geography and MNE strategy, particularly regarding the role of MNEs in emerging economy innovation systems. Traditionally, the view was rather pessimistic where MNEs tended to minimize their local linkages, set up value extracting "islands" within poor economies (Narula, 2018). More nuanced views can be found in cluster analysis that highlights the importance of social capital in developing linkages to prevent the rise of dualism (Giuliani, 2006; Schmitz, 2004). However, the debate about the role of MNEs in establishing innovation connectivity with and in emerging economies is far from settled and this special issue is an attempt to make progress toward resolving it.

In turn, the context of emerging markets offers a growing opportunity to evaluate how innovation systems or broader innovative capacities emerge in ways to create sustained advantage. Emerging economy industry leaders are forced to generate new organizational and institutional constellations in order to overcome technological gaps with the advanced world (Mair, Marti, & Ventresca 2011). Understanding the process of innovation in emerging economies opens the door to exploring new networks, mechanisms and alternative institutional resources to improve access to this knowledge and implement "catch-up processes" (Vasudeva & Anand, 2011; Bartholomew, 1997; McDermott & Pietrobelli, 2017; Fu et al., 2011).

Such discussions naturally lead us to re-examine dominant theories of the MNE and of capabilities creation. In researching issues of knowledge creation as well as product and process upgrading in emerging economies, scholars are exploring the assumptions about internalization theory (Hennart 2012; Narula, 2012), the nature and upgrading of firm-specific advantages (FSAs) as well as the relative locational advantages for MNE innovation activities (Mudambi et al., 2018; Madhok & Keyhani, 2012). Recent debates on the validity of MNE motives to understand strategic-asset augmenting activity by emerging economy MNEs are also worth exploring (Meyer, 2015; Benito, 2015; Elia & Santangelo, 2017).

Indeed, innovation in these countries offers an excellent context to study the creation of new firm capabilities. For instance, MNEs display considerable variation in the governance modes for organizing their R&D activities, which in turn impacts the competence creation in subsidiaries (Palmie et al., 2014). The cross-border transfer of firm level capabilities via joint ventures, strategic alliances and mergers & acquisitions also provides valuable research opportunities (Zhao & Anand, 2009, 2013; Narula & Verbeke, 2015).

Suggested Topics for Submissions

We encourage research that can address innovation at multiple levels of analysis, such as the firm, industry, and value chain as well as comparative analysis of different patterns of firm and institutional strategies across nations and regions. We encourage submissions that draw on a variety of theoretical and disciplinary approaches to the study of innovation in emerging market countries. Suggested topics can include, but are not restricted to:

  • What types of innovation strategies are emerging market MNEs creating to penetrate new markets?
  • In what ways are advanced economy MNEs altering their learning and alliances strategies with emerging market firms to improve their own innovative capacities?
  • What types of cross-border network relationships are emerging and advanced economy firms creating to facilitate and leverage their innovation processes?
  • What types of strategies and organizational forms are emerging market public and private actors using to improve their absorptive and innovative capacities?
  • What types of internal and external strategies are SMEs using to overcome inherited technological and resources gaps in order to participate in global innovation networks?
  • What sort of institutional rules and resources appear to impede or facilitate innovation in emerging market countries?
  • What organizational mechanisms provide the best conduit for knowledge flow into and out of emerging markets?
  • Under what conditions can emerging economy firms take global leadership in terms of innovation?

Submission Process

All manuscripts will be reviewed as a cohort for this special issue. Manuscripts must be submitted in the window between October 18, 2018, and November 1, 2018, at http://mc.manuscriptcentral.com/jibs. All submissions will go through the JIBS regular double-blind review process and follow the standard norms and processes.

For more information about this call for papers, please contact the Special Issue Editors or the JIBS Managing Editor (managing-editor@jibs.net).

References

Bartholomew, S. 1997. National systems of biotechnology innovation: Complex interdependence in the global system. Journal of International Business Studies, 28(2): 241-266.

Benito, G. R. 2015. Why and how motives (still) matter. Multinational Business Review, 23(1): 15-24.

Brandt L., & Thun, E. 2010. The fight for the middle: upgrading, competition, and industrial development in China. World Development, 38(11): 1555-1574.

Breznitz, D. 2007. Innovation and the State: Political Choice and Strategies for Growth in Israel, Taiwan, and Ireland. New Haven, CT: Yale University Press.

Corredoira, R. A., & McDermott, G. A. 2014. Adaptation, bridging and firm upgrading: How non-market institutions and MNCs facilitate knowledge recombination in emerging markets. Journal of International Business Studies, 45(6): 699-722.

Elia, S., & Santangelo, G. D. 2017. The evolution of strategic asset-seeking acquisitions by emerging market multinationals. International Business Review, 26(5): 855-866.

Fu, X., Pietrobelli, C., & Soete, L. 2011. The role of foreign technology and indigenous innovation in the emerging economies: technological change and catching-up. World Development, 39(7): 1204-1212.

Gereffi, G. 1999. International trade and industrial upgrading in the apparel commodity chain. Journal of International Economics, 48(1): 37-70.

Giuliani, E., Pietrobelli, C., & Rabellotti, R. 2005. Upgrading in global value chains: Lessons from Latin American clusters. World Development, 33(4): 549-573.

Giuliani, E. 2006. The selective nature of knowledge networks in clusters: Evidence from the wine industry. Journal of Economic Geography, 7(2): 139-168.

Govindarajan, V., & Ramamurti, R. 2011. Reverse innovation, emerging markets, and global strategy. Global Strategy Journal, 1(3-4): 191-205.

Gupta, A., & Govindarajan, V. 2000. Knowledge flows within multinational corporations. Strategic Management Journal, 21: 473-496.

Hennart, J. F. 2012. Emerging market multinationals and the theory of the multinational enterprise. Global Strategy Journal, 2: 168-187.

Henderson, R. M., & Clark, K. B. 1990. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35(1): 9-30.

Henisz, W. J. 2000. The institutional environment for multinational investment. Journal of Law, Economics, and Organization, 16(2): 334-364.

Herrigel, G., Wittke, V., & Voskamp, U. 2013. The process of Chinese manufacturing upgrading: transitioning from unilateral to recursive mutual learning relations. Global Strategy Journal3(1): 109-125.

Hirschman, A. O. 1968. The political economy of import-substituting industrialization in Latin America. Quarterly Journal of Economics, 82(1): 1-32.

Khanna, T., & Palepu, K. 2000. The future of business groups in emerging markets: Long-run evidence from Chile. Academy of Management Journal, 43: 268-285.

Leigh, D. & Gifford, K. 1999. Workplace transformation and worker upskilling: the perspective of individual workers. Industrial Relations, 38(2): 174-191.

Madhok, A., & Keyhani, M. 2012. Acquisitions as entrepreneurship: Asymmetries, opportunities, and the internationalization of multinationals from emerging economies. Global Strategy Journal, 2(1): 26-40.

Mair, J., Marti, I. & Ventresca, M. 2012. Building Inclusive Markets in Rural Bangladesh: How Intermediaries Work Institutional Voids. Academy of Management Journal, 55(4): 819-850.

McDermott, G. A., & Corredoira, R. A. 2010. Network composition, collaborative ties, and upgrading in emerging-market firms: Lessons from the Argentine auto-parts sector. Journal of International Business Studies, 41(2): 308-329.

McDermott, G., & Pietrobelli, C. 2017. Walking before you can run: The knowledge, networks and institutions for emerging market SMEs. In A. Camuffo & T. Pedersen (Eds), Breaking up the global value chain: Opportunities and consequences. Advances in International Management, Vol. 30.

Morris, M., Kaplinsky, R., & Kaplan, D. 2012. "One thing leads to another" - Commodities, linkages and industrial development. Resources Policy, 37(4): 408-416.

Morck, R., Yeung, B., & Yu, W. 2000. The information content of stock markets: Why do emerging markets have synchronous stock price movements? Journal of Financial Economics, 58(1): 215-260.

Meyer, K. E. 2015. What is "strategic asset seeking FDI"? Multinational Business Review, 23(1): 57-66.

Mudambi, R., Narula, R., & Santangelo, G. 2018. Location, collocation and innovation by multinational enterprises: a research agenda. Industry and Innovation, 25(3): 229-241.

Mudambi, R. 2008. Location, control and innovation in knowledge-intensive industries. Journal of Economic Geography, 8(5): 699-725.

Narula, R. 2012. Do we need different frameworks to explain infant MNEs from developing countries? Global Strategy Journal, 2(3): 188-204.

Narula, R. 2014. Exploring the paradox of competence-creating subsidiaries: Balancing bandwidth and dispersion in MNEs. Long Range Planning, 47(1-2): 4-15.

Narula, R. 2018. Multinational firms and the extractive sectors in the 21st century: Can they drive development? Journal of World Business, 53(1): 85-91.

Narula, R., & Verbeke, A. 2015. Making internalization theory good for practice: The essence of Alan Rugman's contributions to international business. Journal of World Business, 50(4): 612-622.

Nelson, R. (Ed.) 1993. National Innovation Systems: A Comparative Analysis. New York: Oxford University Press.

Owen-Smith, J., & Powell, W. 2004. Knowledge networks as channels and conduits: The effects of spillovers in the Boston biotechnology community. Organization Science, 15(1): 5-21.

Palmi篓娄, M., Keupp, M. M., & Gassmann, O. 2014. Pull the right levers: Creating internationally "Useful" subsidiary competence by organizational architecture. Long Range Planning, 47(1-2): 32-48.

Pietrobelli, C., & Rabellotti, R. 2011. Global value chains meet innovation systems: Are there learning opportunities for developing countries? World Development, 39(7): 1261-1269.

Rosenkopf, L., & Tushman, M. L. 1998. The coevolution of community networks and technology: Lessons from the flight simulation industry. Industrial and Corporate Change, 7: 311-346.

Schmitz, H. (Ed.) 2004. Local enterprises in the global economy: Issues of governance and upgrading. Northampton, MA: Edward Elgar.

Thun, E. 2006. Changing Lanes in China: Foreign Direct Investment, Local Governments, and Auto Sector Development. New York: Cambridge University Press.

Vasudeva G., & Anand, J. 2011. Unpacking Absorptive Capacity: A Study of Knowledge Utilization from Alliance Portfolios, Academy of Management Journal, 54(3): 611-623.

Zhao, Z .J., & Anand, J. 2009. A multilevel perspective on knowledge transfer: Evidence from the Chinese automotive industry. Strategic Management Journal, 30(9): 959-983.

Zhao, Z. J., & Anand, J. 2013. Beyond boundary spanners: The "collective bridge" as an efficient interunit structure for transferring collective knowledge. Strategic Management Journal, 34(13): 1513-1530.

About the Guest Editors

Jaideep Anand is the William H. Davis Chair and Dean Distinguished Professor at the Fisher College of Business, and the Academic Director of the Center for Innovation and Entrepreneurship at the Ohio State University. He is also a Senior Research Fellow at the Center for Emerging Market Studies at CEIBS. Prior to joining Fisher, he was faculty at the University of Michigan (Ross) and Research Fellow at the William Davidson Institute. His interests include corporate growth and innovation, mergers & acquisitions, and multinational management.

 Gerald McDermott is Professor of International Business at the Moore School of Business of the University of South Carolina and is Senior Research Fellow at IAE Business School in Argentina. He specializes on issues of innovation, risk, and institutional change in emerging market countries. His books and articles have examined the impact of industrial networks on the economic governance institutions in post-communist countries; the creation of innovation clusters in manufacturing and agriculture in South America; and the impact of transnational regulatory integration on developing countries.

Ram Mudambi is the Frank M. Speakman Professor of Strategy at the Fox School of Business, Temple University. He is also the Executive Director of the Temple CIBER. Previously he served on the faculties of Case Western Reserve University, University of Reading (UK) and University of North Carolina Chapel Hill. He is a Fellow of the Academy of International Business (AIB), an Honorary Professor at the Center of International Business, University of Leeds (CIBUL), UK, and a Life Fellow of the Academy of the University of Messina, Italy. His current research projects focus on the geography of innovation and the governance of knowledge-intensive processes, especially in the context of emerging economies.

Rajneesh Narula is the John H. Dunning Chair of International Business Regulation at the Henley Business School, University of Reading, UK. His research and consulting have focused on the role of multinational firms in development, innovation and industrial policy, R&D alliances and outsourcing. He has published over a 100 articles and chapters in books on these themes. He is an area Editor of JIBS. He holds honorary appointments at UNU-MERIT, Norwegian School of Business, Urbino University and Oxford University.

Stephan Liozu (Case Western/Ardex Americas) and Andreas Hinterhuber are Editors of a book on Innovation in Pricing published by Routledge in 3Q 2012. Confirmed authors are from academia as well as leading international companies. We are calling for proposals for chapters on any of the following topics:

Organizing the pricing function
New approaches in pricing strategy
New approaches in pricing tactics
Psychological aspects of pricing

We are open to a wide number of research methods and welcome also theoretical contributions (e.g. literature reviews). Format 20-25 pages with the usual request for original, unpublished contributions. We especially welcome further contributions related to Psychological elements of pricing with a preference for empirical papers. Please address any further questions to Stephan Liozu (sliozu@case.edu) and/or Andreas Hinterhuber (full contact information below).

Submission deadline (draft papers): 31 December 2011
Submission deadline final papers: 31 March 2012

Andreas Hinterhuber
Partner, Hinterhuber & Partners
Strategy Pricing Leadership
Innsbruck, Austria
Phone: +43 664 402 7 402
andreas@hinterhuber.com
www.hinterhuber.com

The Journal of Product Innovation Management is proud to announce a special issue focused on the future of product development and innovation management in the global automotive industry. The automotive industry is an integral component of the global economy and is unique in that it encompasses every aspect of the value chain – from raw materials to design and development, manufacturing, sales and service, and even disposal. Such complex manufacturing systems have enormous economic impacts on many sectors of the economies where they persist. Every value creating area of this business is undergoing significant innovative change as a result of the emergence of new markets and competitors, the worst recession in generations, and increased direct and indirect government intervention. Product planning, portfolio management, supply chain and operations, marketing, engineering, design, IT, finance, and retail management have all experienced significant and somewhat radical changes to the way they do business. Radical and incremental product and process based innovations abound in this industry and have far reaching implications. It is important to understand how companies are managing the new product development and innovation processes in this environment, what types of products those companies will produce in the future, and how consumer wants and needs will be satisfied while dealing with greater regulation.

While we expect all papers to be related to innovation in the automotive industry, we seek a mix of papers in terms of empirical and theoretical approaches, disciplinary focus, as well as multiple levels of analysis. Cross-disciplinary work is strongly encouraged. In addition, submissions should have clear industry implications for management strategy and practice at the level of the firm and/or economic, social and political consequences at a societal level. We welcome practitioner participation.

The purpose of this special issue is to provide a forum for articles exploring leading-edge issues of significant academic and managerial interest which have been traditionally under-researched, grounded in a specific industry context. Submissions about any of the following topics (and/or combinations thereof) are suggested, but certainly not limited to:

  • The role of product architectures and new product development and product launch
  • Product development teams including the design and management of global, cross-cultural, and/or multinational teams; inter-organizational NPD teams; virtual teams
  • Innovation in the marketing, sales, and distribution practices and trends
  • The role of technology in the new product development process
  • Innovation in environmental sustainability vis-à-vis fuel efficiency, emissions, mobility
  • Process innovation in manufacturing -- productivity, quality, product variety, flexibility
  • Comparative firm performance / benchmarking of new product development and management.
  • Diffusion of practices in new product development and management
  • The role of national industrial policies on automotive innovation and market presence.

Scholars committed to industry studies have demonstrated that the results of industry based research grounded in observation, and integrated with theory and analysis, can make important contributions not only to academic knowledge, but also to industry practice and public policy. We encourage submissions that employ a wide variety of both quantitative and qualitative research methods as it is possible to provide a unique perspective using diverse methodological approaches. Further, interdisciplinary/international/industry-academic co-author teams are highly encouraged.

All submissions other than invited commentaries will be subject to the standard double-blind review process followed by JPIM. All manuscripts must be original, unpublished works that are not concurrently under review for publication elsewhere.

  • An electronic copy should be submitted to the special issue editors by: August 5, 2011
  • All submissions should conform to the JPIM manuscript submission guidelines available at http://www.pdma.org/journal/AuthorInfo.pdf
  • The title page should include the names, titles, professional affiliations, and contact information of the authors. Authors’ names should appear on the title page only. Authors should refrain from revealing their identity in the body of the manuscript
  • Clearly identify the corresponding author and provide a list of key words 
  • Please provide names and contact information for up to 3 individuals, unfamiliar with the paper, who would be qualified to review the manuscript. 

Co-editors of the Special Issue:

Professor Janell D. Townsend, Ph.D.
Marketing and International Business
Oakland University
348 Elliott Hall
Rochester, MI 48309 USA
1 (248) 370-2544
townsend@oakland.edu
http://www.sba.oakland.edu/faculty/townsend/


Professor Roger J. Calantone, Ph.D.
Eli Broad Chaired University Professor of Business
Co-Director Institute for Entrepreneurship and Innovation
Michigan State University N370 Business College Complex
East Lansing, MI USA
1 (517) 432-6400
rogercal@msu.edu
 

Innovation is the creation and transformation of new knowledge into new products, processes, or services that meet market needs. As such, innovation creates new businesses and is the fundamental source of growth in business and industry and can be the key driver for the creation of more sustainable economies and company strategies.

The ability to generate and sustain innovation has become critical for companies as markets grow more global, open, and competitive, and as customer expectations grow more diverse and demanding.

This special issue wants to cover the current issues in innovation management and innovation networks and is interested in topics like: 

  • The impact of new sustainability requirements on the dynamic capabilities that a firm should develop and sustain to remain innovative and therewith competitive in turbulent environments. In particular, which new innovation capabilities are required to integrate environmental, social and financial objectives? 
  • How, and under what conditions, do entrepreneurs in developing countries innovate? And what can be done to support innovation by entrepreneurs in developing countries?
  • Balancing capability building for radical and incremental innovations. Incremental innovation capabilities consist of skills and competences that refine existing products, while radical innovation capabilities are covering skills which are needed to significantly transform existing products or services. What kind of learning creates capabilities needed for the generation of incremental or of radical innovations? What kind of lessons can be taken respectively how to manage the process of developing capabilities in innovation management?
  • Analysis of innovation networks: Economic operations and thus innovations are embedded in social relations and structures. Therefore, the organizational units that create innovation are not individual businesses, but usually networks. From a resource point of view, networks hold a variety of advantages for their members, such as access to material and immaterial resources, information and knowledge. How can the new role of intermediaries as an architect of collective exploration and creation of knowledge in open innovation be described? What are the key variables in the process of managing innovation networks? Any kind of discussions and analysis of innovation networks are welcome.

This is not an exhaustive list.

Deadline

Full papers for this special edition of 'management revue' must be with the editors by July 31st, 2014. All submissions will be subject to a double blind review process. Please submit your papers electronically via the journal submission system at http://hermes.hsu-hh.de/mrev/ using 'Innovation Management' as article section.

Looking forward to hearing from you!

Susanne Gretzinger, University of Southern Denmark, Sønderborg (sug@sam.sdu.dk)

Simon Fietze, University of Southern Denmark, Sønderborg (simonf@sam.sdu.dk)

Wenzel Matiaske, Helmut-Schmidt-University Hamburg (Germany) (matiaske@hsu-hh.de)

China’s influence in business and innovation within the World is likely to grow over time. History shows that China once greatly influenced Western culture and provided the world with new, radical inventions. However, the innovation within the country did not progress well even with the establishment of new China in 1949 and in particular during the “cultural revolution” and retreatment from the rest of the world during the twentieth century. Starting with the reforms of Xiaoping it was Western culture’s turn to influence Sino-culture and Chinese innovation, which has resulted largely in what some have called a ‘cost innovation’ strategy (Zeng & Williamson, 2007). However, this influence has been shown to exaggerate the incremental nature of innovations within the Chinese context (Johnson & Weiss, 2008). As the next phase in its transition towards a major global economic power, China has embarked on a mission to develop its capabilities for new and radical ‘indigenous’ innovation and update the educational and intellectual mission of the country.

Papers for this special issue should relate to major issues regarding innovation in China- for example, education (and its reforms), learning and creativity, innovation type and business growth. We welcome original empirical and conceptually rigorous papers at all levels of analysis. In general, papers will ideally examine the connections among innovation, education and managing technology and business growth in China.

Topics may include:

  • Historical perspectives of innovation, learning and/or education in China.
  • Case studies of Chinese-created radical innovations.
  • Educational and innovation practices at the individual level.
  • Descriptive case studies characterizing the creativity of individuals and correlating this with educational background and life experiences within the Chinese context.
  • Explorations of how individuals manage creative tensions within educational instruction in the schools, colleges and universities in China.
  • Educational and innovation practices at the classroom level.
  • Exploration of the progress of various regions of China in classroom reforms.
  • Comparison cases of classrooms in which CBU (creative but undesirable) student behaviour is tolerated versus DBU (desirable but uncreative) student behaviour.
  • Educational and innovation practices at the industry and institutional level.
  • Investigations of the creative process in Chinese educational institutions.
  • Case studies and descriptions of industry and the need and use of creativity to explore the practices being implemented by Chinese companies like Lenovo, Haier, Alibaba and Baidu.
  • Educational and innovation practices at the national level.
  • Educational and innovation policies involved in technological and process/service related innovation.
  • Critical analyses of China’s national policies toward innovation and education.


Coverage (of JTMC)
JTMC is the only journal that focuses exclusively on technology management in China. The journal encourages theoretical and applied research papers which identify good practice, address the existing deficiencies in processes and assist in the development of the transfer of technology and knowledge.
Coverage includes the following areas of technology management and how they impact upon the areas of marketing, human resources, accounting and finance and the supply chain:

Technology management
Technology transfer
Chinese business and culture
Research management in China
Innovation management
Technology economics
Knowledge transfer and sharing
Knowledge management
Technology and business strategy
Project management
Entrepreneurship and leadership
Cross - culture management
Product life cycle management

Journal Editor
Dr Richard Li-Hua, Salford University, Manchester, UK
r.li-hua@salford.ac.uk

Guest Editors of the Special Issue
Dr. William H.A. Johnson, Penn State University
Professor Joseph W. Weiss, Bentley University

Send manuscripts for consideration to William H.A. Johnson at: whj1@psu.edu
Deadline for submitting papers to Guest Editors: June 15, 2010

Insper Institute of Education and Research is offering full-time teaching positions to faculty who adhere to the goals, values and mission of the school. This year's priority areas are organizational behavior, international business, marketing and finance. Excellent candidates in other areas, however, are welcome. There are two alternative career tracks: research-oriented faculty (with high expectations in terms of research) and “clinical” faculty (with lower expectations in terms of research, but higher teaching involvement). New hires should start in August 2013.

The applicant must have a Ph.D. by the starting date of the job and willingness to engage in the school in a full-time basis. Applications for all career levels (junior/senior) are encouraged. Insper, a rapidly growing educational institution in Brazil, is an equal opportunity organization. Wage and benefits include competitive salary, optional retirement plan, academic career, support for research and travel.

Application Instructions: Application deadline: Jan 31, 2013. Applicants should submit the following documents to RogerioPC1@insper.edu.br: - curriculum vitae - two letters of recommendation - copies of working papers and/or relevant texts published in the last two years. Detailed information about Insper can be obtained in our annual report available on our website, or by the phone 55 11 4504-2724.

Insper Institute of Education and Research is offering full-time, research-oriented positions starting in August, 2014. Candidates should engage in high-quality teaching and cutting-edge research applied to relevant problems faced by firms and policymakers. Applicants must have a Ph.D. in Business, Economics, or related fields. We welcome applications from candidates who already have published in top international journals in their field.

Insper has three research centers focused on applied microeconomics, finance, and strategic management. Candidates specialized in those fields are especially encouraged to apply. Insper is a top Brazilian research and education institute located in São Paulo, a leading business hub in Latin America. The school is accredited by AACSB and AMBA, and most of its full-time faculty members have a track record of publication in important journals. Wage and benefits include competitive salary, optional retirement plan, academic career, support for research and travel. Insper is an equal opportunity organization.

Application Instructions:

Application deadline: November 15, 2013. Applicants should submit the following material to faculty@insper.edu.br: - curriculum vitae - two letters of recommendation - copies of working papers and/or relevant papers published in the last two years. Detailed information about Insper can be obtained in our annual report available on our website.

Institutional theory provides a non-economic explanation of organizational behaviors and strategies in business markets (DiMaggio & Powell, 1991; Scott, 2008). Institutions regulate economic activities by setting the rules of the game as the basis for production, exchange, and distribution.  It is essential for managers to follow rules, norms, and belief systems related to the institutional environment and mobilize their social, economic, and political resources to adapt and change institutional environments. Scott (2008) has claimed that institutional theory has reached its adulthood. Nevertheless, very limited rigorous research has been conducted in the area of business marketing. As such, scholars have called for further coverage of a wide range of open questions related to the applications of institutional theory in business marketing (Grewal & Dharwadkar  2002, Yang, Su, & Fam, 2012).

The primary focus of this special issue is devoted to how institutional theory can be advanced in the context of business marketing. Specifically, we are interested in exploring two broad, interrelated areas of institutional theory. The first area lies in the development and conceptualization of various institution-based constructs and their inter-relationships with other well-established theories, such as transaction cost economics, and the resource-based view, (Peng, Wang, & Jiang 2008). For example, firms often employ such approaches as isomorphism, decoupling, ceremonial adoption to gain social acceptance from various legitimating parties. How can these concepts apply to marketing practices in channel management?  The second area is to explore performance implications of institutional environments from an interactive perspective (Yang & Wang, 2011). Such interactive perspectives explore how firms accommodate strategic responses to handle institutional constraints and take advantage of institutional capital. For example, how do institutional pressure and process (e.g., regulating, validating, and habitualization; Grewal & Dharwadkar  2002) evoke business strategic actions, which in turn,  affect firm performance?
This special issue of Industrial Marketing Management encourages innovative research with strong theoretical grounding and empirical rigor to explore the following (not all-inclusive) topics:
• The key implications of institutional environments on firm strategies and performance;
• How firms interpret, manipulate, revise, and elaborate institutional environments in channel management;
• The institutional perspective of adoption and implementation of marketing practice in channels;
• Strategies used to cope with institutional challenges in managing international marketing channels;
• The effect of institutional environments on opportunism in channel management;
• What is institutional capital? How can firms gain it and strategically use it to gain competitive advantage? What is the role of institutions as social capital in relational exchange and transaction cost analysis?
• The typologies of institutional pressures (coercive, normative, and mimetic processes of social reproduction) and process in business markets;
• How do firms handle the dilemma of efficiency and legitimacy?
• How do business marketing managers mobilize their social, economic, and political resources to adapt and change institutional environments?
• What are the ways in which manufacturers and distributors, as institutional change agents, can be studied?
• What strategies do firms employ to gain legitimacy in a business market?
• The legitimacy considerations of a firm’s choice of business partners;
• The institutional effects of interfirm collaborations in business markets;
• The effect of institutions on knowledge management (e.g., acquisition, transfer, and learning) and innovation activities in marketing channels;
• The linkage of the institutional environment to the internal polity and economy of channel dyads;
• How useful are the existing methodological tools in institutional theory for studying business marketing?
• The methodological issue regarding the level of analysis (e.g., the interaction among  macro-, meso- and micro-level of institutions);
• What strategies do managers used to bridge institutional distances between two business partners?
• The connection of institutional theory with other organizational theories such as resource dependence and transaction cost economics.

Manuscript submission and any inquires should be sent electronically by June 1, 2012 as an MSWord file attached to an e-mail to special issue coeditors, Professor Zhilin Yang, at mkzyang@cityu.edu.hk or forrest.yang@vuw.ac.nz, and Professor Chenting Su at mkctsu@cityu.edu.hk with a copy to the IMM editor at plaplaca@journalimm.com, For journal information and how to prepare the manuscript, please access Industrial Marketing Management’s Guide for Authors at the following URL: http://www.elsevier.com/wps/find/journaldescription.cws_home/505720/authorinstructions

References

DiMaggio, Paul J. and Walter W. Powell (1991), "Introduction," in The New Institutionalism in Organizational Analysis, Walter W. Powell and Paul J. DiMaggio, eds. Chicago: University of Chicago Press, 1–38.
Grewal, Rajdeep and Ravi Dharwadkar (2002), "The Role of the Institutional Environment in Marketing Channels," Journal of Marketing, 66 (July), 82–97.
Peng, Mike, Denis Wang and Yi Jiang (2008), “An Institution-based View of International Business Strategy: A Focus on Emerging Economies,” Journal of International Business Studies, 39 (5), 920-936.
Scott, W. Richard (2008), Institutions and Organizations: Ideas and Interests. Thousand Oaks, CA: Sage Publications.
Yang, Zhilin and Chenlu Wang (2011), “Guanxi as a Governance Mechanism in Business Markets: Its Characteristics, Relevant Theories, and Future Research Directions,” Industrial Marketing Management, 40 (7), 492-495.
Yang, Zhilin, Chenting Su and Kim-Shyan Fam (2012), “Dealing with Institutional Distances in International Marketing Channels: Governance Strategies that Engender Legitimacy and Efficiency,” Journal of Marketing, 76 (3).

The International Journal of Emerging Markets (IJoEM), published by Emerald, would like to invite papers for a special issue on the theme of Institutions and Emerging Markets. The final deadline for submission is December 1, 2012, but the editors would encourage authors to submit their papers to the upcoming Academy of International Business Southeast USA (AIB-SE) Annual Conference by June 30, 2012. Please visit the 2012 AIB-SE website at www.aibse.org for details and instructions on how to submit your paper. The best accepted thematic conference papers on institutions and emerging markets will be invited to a special Journal Paper Development Workshop, sponsored by Emerald. The workshop will allow all invited authors to meet with the IJoEM editor-in-chief and the guest editors of the special issue, discuss their work with colleagues and so further develop their papers, which will then be automatically considered for publication in the IJoEM special issue.

International Journal of Emerging Markets

Constituting over two-thirds of the world’s population and one-fifth of its GDP, the emerging markets are expected to continue to impact the world’s new economic order, ushering in changes in economic thought, management philosophy, global operations, and financial flows. Given their importance to the global economy, the emerging markets are an important testing ground for existing models and concepts in international business, management, marketing, economics, and finance, pushing the boundaries of existing theories. They are also fertile ground for developing new models and theories with different contextual origins.

Although there is no universal agreement about which countries belong to the group of “emerging” markets, there is some consensus in the literature on their characteristics, including:

(1)    Emerging markets economies are growing relatively faster, as compared to the rest of the world;
(2)    Emerging market governments are transitioning their institutions, promulgating new laws, and changing their governance structures. New economic freedoms, in particular as they relate to business, are begin to appear in formerly politically restrictive regions;
(3)    Emerging markets are becoming increasingly integrated with the rest of the world due to the movement of people, ideas, money, and products, as well as by their entry into international institutions;
(4)    Emerging markets still suffer from relatively backward governance structures, under-developed institutions, corruption, deficiencies in infrastructure, income inequalities, uneven development, and a host of other socio-economic and political problems that may be obstacles to reaching their full potential.

The International Journal of Emerging Markets (IJoEM), published by Emerald, brings together articles that examine the emerging markets, both theoretically and empirically.  Highly rigorous research, case studies, and review articles, such as meta-analytic reviews, are also encouraged.  We especially welcome comparative studies of emerging markets or studies comparing the emerging markets with the developed markets. IJoEM offers contributors and readers an opportunity to explore issues related to the emerging markets from multi-functional (international business, management, marketing, finance, and accounting), multi-disciplinary (business, economics, area studies, and other social sciences), and multi-national geographic perspectives. For more information, please visit the IJoEM website at www.emeraldinsight.com/ijoem.htm


IJoEM Special Issue Topics

Potential topics for this special issue may include, but are certainly not limited to:
- MNC responses to emerging market institutions
- Emerging market multinationals
- Legitimacy in emerging market contexts
- Emerging markets and global institutions
- Formal and informal institutions in emerging market contexts
- Quantitative and qualitative analysis in emerging markets

AIB-SE Journal Paper Development Workshop and Special Journal Issue

The Best Thematic Papers accepted for the 2012 AIB-SE conference will be invited for an IJoEM Journal Paper Development Workshop, to be held during the annual AIB-SE conference in Fort Lauderdale, Florida, which will be sponsored by Emerald. The workshop will provide participants with an opportunity to meet with the IJoEM Editor-in-Chief, Dr. Ilan Alon, present and discuss their work and further develop their papers before submitting them for review to an academic journal. All papers accepted for the journal paper development workshop will automatically be invited for submission to the special issue on “Institutions in Emerging Markets” to be published by IJoEM in 2013. The guest editors of this special issue, Dr. Daniel Rottig and Dr. Matthew C. Mitchell will be available during the conference and workshop for questions and further information. Furthermore, all authors of accepted conference papers will have a chance to win one of multiple best paper awards, which include cash prices for the winners. For more information please visit the 2012 AIB-SE Conference Website at www.aibse.org


IJoEM Announcement of Editor-In-Chief
Dr. Ilan Alon has been selected as the next Editor-in-Chief of the International Journal of Emerging Markets. Known to many in the IB arena, Ilan is the Cornell Professor of International Business and the Director of the China and India Centers at Rollins College, Florida. He is also Editor of AIB Insights.  Ilan will begin his editorial tenure on 1 May 2012, with responsibility for issues published in 2013 and beyond.

We look forward to your submissions.  If you have any questions please don't hesitate to contact the editors at anytime.

Ilan Alon, Ph.D.
Editor-in-Chief
Director, The China and India Centers
Rollins College and Harvard University
ialon@rollins.edu


Daniel Rottig, Ph.D.
Special Issue Guest Editor
Assistant Professor of International Business and Strategy
Lutgert College of Business - Florida Gulf Coast University
DRottig@fgcu.edu


Matthew C. Mitchell, Ph.D.
Special Issue Guest Editor
Assistant Professor of International Business and Strategy
College of Business and Public Administration - Drake University
Matthew.Mitchell@drake.edu

Background and Motivation:

Business models exclusively focused on exploiting economies of scale are no longer suitable in Western economies with relatively high wages and developed welfare systems. A transition towards more innovation-based and difficult-to-imitate economic models would permit economies in the developed world to maintain growth trends and competitiveness. This development can take place through the integration of differentiated services into manufacturing offerings, a phenomenon described in the literature as servitization (Vandermerwe and Rada, 1988; Baines et al., 2009).

A generalised decrease of returns on product sales, coupled with an increased focus on customer satisfaction has been encouraging a rising number of companies to supplement their product offerings with services along the whole product lifecycle. The combination of product-service offerings help in reducing vulnerability and volatility of cash flows throughout the life of a product, allowing for higher shareholder value. In addition, competitive advantages achieved through services are often more sustainable since, being less visible and more labour dependent, services are more difficult to imitate than other strategies focused on product innovation, technological superiority or low prices. Finally, service sectors benefit from the development of digital technology, especially in rural areas (Rahman et al., 2011). Thus servitization is recognized as an important source of competitive advantage and firm performance (Neely, 2008; Visnjic and Van Looy, 2013).

Current research is rich in firm-based case studies and descriptions of successful service-oriented business models. Nevertheless, and despite recognition in the US and Europe of the potential transformative power of service innovation (see for example European Commission, 2011), it remains undeveloped in terms of analysis of the links between servitization processes and territorial competitiveness. For example, academics in the field have not yet offered specific empirical approaches to assess the degree of servitization that a region and/or its component industries have experienced.

The current literature is also silent with regards analysis of public policies encouraging the development of service-oriented strategies in firms or groups of firms as a means to driving forward territorial competitiveness. Indeed, while there is burgeoning research on policy mix for innovation and competitiveness (Cooke et al., 2011; Flanagan et al., 2011; Borras and Edquist, 2013; Ketels, 2013), there is little explicit analysis of how these policy mixes might relate to servitization processes (see Hsie and Lee (2012) as one of the exceptions). In this context and at this juncture, greater academic analysis of the link between servitization, territorial competitiveness and associated public policies has the potential to make important impacts.

Goals and Topics:

The Special Issue welcomes papers that offer novel research contributions in exploring the links between servitization and territorial competitiveness. Papers may make theoretical and/or empirical contributions on the following suggested topics:

  • Theoretical developments on the links between servitization and competitiveness.
  • Case studies on implementing service strategies in a given industry or region.
  • Empirical approaches-methods on how to estimate the degree of servitization of a region and/or industry.
  • Empirical approaches-methods linking servitization and competitiveness of regions and countries.
  • Assessment of public policies focusing on the development of service initiatives.

Submissions:

  1. All papers will be subject to double-blind peer review, according to author guidelines available at: www.emeraldinsight.com/cr.htm
  2. Submissions to Competitiveness Review are made using ScholarOne Manuscripts: http://mc.manuscriptcentral.com/comprev (please select the correct special issue from the drop-down menu)

Submission deadline : January 5th 2015

Take note that there is a Servitzation conference at Deusto University in Bilbao, Spain in November 2014 (http://www.servitization.org/?lang=es). This can serve to expose papers and get pre-emptive feedback from peers and the editors of this special issue.

Papers will be published in 2015.

References:

Baines, T. S., H. W. Lightfoot, O. Benedettini, and J. M. Kay. 2009. The servitization of manufacturing: A review of literature and reflection on future challenges. Journal of Manufacturing Technology Management, 20: 547–567.

Borras and Edquist (2013). The choice of innovation policy instruments.  Technological forecasting and social change, 80(8): 1513–1522.

Cooke, P., Asheim, B., Boschma, R., Martin, R., Schwartz, D. and Todtling, F. 2011. Handbook of Regional Innovation and Growth. Cheltenham:Edward Elgar.

European Commission. 2011. Meeting the challenge of Europe 2020: The transformative power of service innovation, Report by the Expert Panel on Service Innovation in the EU.

Flanagan, K., Uyarra, E. and Laranja, M. 2011. Reconceptualising the policy mix for innovation, Research Policy, 40(5): 702–713.

Hsie, P.F., Lee, C.S. (2012). A note on value creation in consumption-oriented regional service clusters. Competitiveness Review, Vol. 22 No. 2, pp. 170-180.

Ketels, Christian (2013). Recent Research on Competitiveness and Clusters: What Are the Implications for Regional Policy? Cambridge Journal of Regions, Economy and Society, 6 (2): 269-284

Neely A. 2008. Exploring the financial consequences of the servitization of manufacturing. Operations Management Research 1(2): 103–118.

Rahman, S.M., Tootoonchi, A., Monahan, M.L. (2011). Digital technology: a vehicle for making rural businesses competitive. Competitiveness Review, Vol. 21 No. 5, pp. 441-451.

Vandermerwe S, Rada J. 1988. Servitization of business: adding value by adding services. European Management Journal 6(4): 314–324.

Visnjic, I.K. and Van Looy, B. 2013. Servitization: Disentangling the impact of service business model innovation on manufacturing firm performance. Journal of Operations Management, 31(4), pp. 169-180.

Current cross-cultural management research has a decidedly comparative flavor; we tend to compare management practices in one nation versus another. The globalization of trade and an increasingly mobile international workforce make intercultural interactions within and between organizations commonplace. These intercultural interactions, whether face-to-face or virtual, can take place within a given geographic location or across countries.  However, we only have a limited understanding of how individuals and organizations interact, communicate, negotiate, and manage conflict across cultural boundaries. Previous research shows that when interacting with counterparts from different cultures, we may experience variations in negotiation strategies (Adair & Brett, 2005; Brett & Okumura, 1998; Brett, 2014), asymmetrical communication experiences (Liu, Chua, & Stahl, 2010), different sensitivities to self-construal (Lee, 2005), or different motivations for consensus (Liu et al., 2012). A recent review of literature on conflict management (Tjosvold, Wong, & Chen, 2014) reveals that open-minded discussions and mutually beneficial relationships are critical to resolving conflicts. Combining these two lines of research, we ask how the intercultural context challenges the development of mutually beneficial relationships? Is cultural complexity a barrier for open communication?  Can cultural diversity facilitate creative and constructive solutions to intercultural conflict? 

The purpose of this special issue is to showcase research that sheds light on the dynamics, antecedents, consequences, and contextual factors that influence intercultural conflict and collaboration. We invite theoretical and empirical papers using qualitative, quantitative, and mixed approaches to explore intercultural interactions at the individual, team, organizational, and multiple levels. We invite papers from management and other disciplines to advance the understanding of intercultural conflict and collaboration, including but not limited to the following issues:

  • What are the individual, cultural, societal, and institutional causes of intercultural conflict? What might help diffuse the negative impact of the causes and consequences of such intercultural conflict? What would facilitate constructive management of intercultural conflict? What and how could we harness the positive consequences associated with diverse perspectives and approaches to yield more innovative solutions to problems/issues that confront us as rapid changes and growing complexity become the norm rather than the exception?
  • Why do we collaborate interculturally at the individual, team, and firm levels? What constitute intrinsic and extrinsic motivations for intercultural collaboration? What are the dynamics of such motivation that influence the success and sustainability of intercultural collaboration? How can we assess the benefits and costs of culturally diverse teams?
  • What individual characteristics might influence the ways intercultural conflict and collaboration are managed? How are these characteristics developed?  
  • What kinds of team composition and dynamics influence success and failure in managing intercultural conflict and collaboration?
  • How do organizations manage intercultural conflict and collaboration with multiple stakeholders? Do they manage conflict with clients, suppliers, and customers from different cultural backgrounds similarly or differently?  What determines the similarity or differences in their approaches? Do organizations collaborate with intercultural partners differently?  What strengthens and weakens intercultural collaboration?

The list of topics is suggestive, not comprehensive. We are open to multiple perspectives on identifying new areas for enhancing the understanding of intercultural conflict and collaboration at multiple levels of analysis.

References:

Adair, W.L., & Brett, J. M. 2005. The negotiation dance: Time, culture, and behavioral sequences in negotiation. Organization Science, 16, 33-51.

Brett, J. 2014. Negotiating  globally (3rd ed.). San Francisco: John Wiley & Sons.

Brett, J. M., & Okumura, T. (1998). Inter- and intracultural negotiation: U.S. and Japanese negotiators. Academy of Management Journal, 41(5), 495-510.

Lee, S. 2005. Judgment of ingroups and outgroups in intra- and intercultural negotiation: The role of interdependent self-construal in judgment timing. Group Decision and Negotiation, 14(1), 43-62.

Liu, L.A., Chua, C.H., & Stahl, G. 2010. Quality of communication experience: Definition, measurement, and implications for intercultural negotiations. Journal of Applied Psychology, 95(3), 469-487.

Liu, L.A., Friedman, R.A., Barry, B., Gelfand, M.J., & Zhang, Z-X. 2012. The dynamics of consensus building in intracultural and intercultural negotiations. Administrative Science Quarterly, 57(2), 269-304.

Tjosvold, D., Wong, A.S.H., & Chen, N.Y.F. 2014. Constructively managing conflicts in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 1, 545-568.

Submission Guidelines and Deadline:

To be considered for this special issue, manuscripts need to meet the following guidelines: (1) be submitted through the ScholarOne website http://mc.manuscriptcentral.com/ccmij, (2) be between 7,000 and 12,000 words in length including references and appendices, and (3) follow the manuscript requirements outlined on the journal’s website: http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=ccm#10.

All submissions will undergo a double-blind review process. The submission deadline is September 1, 2016.

Questions about the special issue can be directed to the guest editors: Leigh Anne Liu (laliu@gsu.edu), Wendi Adair (wladair@uwaterloo.ca), Dean Tjosvold (tjosvold@ln.edu.hk), or the Editor-in-Chief Rosalie Tung (tung@sfu.ca).

Guest Editors:

Leigh Anne Liu is an associate professor of international business at Georgia State University.

Leigh Anne studies the roles of culture and cognition in negotiation, conflict management, collaboration, teams, and relationships in multicultural settings. Her research has appeared in Administrative Science QuarterlyJournal of Applied PsychologyJournal of International Business StudiesJournal of Cross-Cultural Psychology, and Management and Organization Review, among other outlets. She has been a visiting professor at Toulouse Business School in France, Peking University, and Nanjing University in China. She has consulted for Fortune 500 companies and the nonprofit sectors on conflict management and multicultural competence programs. Leigh Anne has taught courses and workshops for undergraduate, MBA, MIB, PhD, and executive students on topics of international negotiation, multicultural competence, global management, and cross-cultural behavior.

Wendi Adair is Associate Professor in the Department of Psychology and Director of the Culture at Work Lab at the University of Waterloo. Dr. Adair’s research focuses on negotiation and conflict management in the global marketplace. Other areas of research include culture and creativity, culture and communication context, and third culture building in multicultural teams. Wendi is Associate Editor of Negotiation and Conflict Management Research and past president of the International Association for Conflict Management. Her research has appeared in outlets including Journal of Applied PsychologyJournal of International Business StudiesJournal of Cross-Cultural Psychology, and Organization Science, and she is co-editor of the Handbook of Research on Negotiation (2013). She has taught negotiation and conflict management, cross-cultural organizational behavior, leading and managing multicultural teams, and inclusive communication for undergraduate, MA, PhD, corporate, and nonprofit audiences.

Dean Tjosvold is Henry Y. W. Fong Chair Professor of Management, Lingnan University in Hong Kong. He has taught at the Pennsylvania State University and Simon Fraser University in Vancouver. He is a past president of the International Association for Conflict Management and was elected to the Academy of Management Board of Governors in 2004. Dean has published over 200 articles, 20 books, 30 book chapters, and 100 conference papers on managing conflict, cooperation and competition, decision-making, power, and other management issues. He is a past Associate Editor, Journal of Organizational Behavior; Ex-Officio Senior Editor, the Journal of World Business; and past Associate Editor, Group Decision and Negotiation. His books have been selected by Fortune and other Book Clubs and have been translated into Chinese and Spanish. With colleagues, he has written books on teamwork, leadership, and conflict management published in Mainland China. He is a partner in his family’s health care business based in Minnesota, USA.

Traditionally, corporations have taken mostly reactive positions on climate change by applying mitigation and adaptation strategies in response to current or future risks. Few corporations have taken a pro-active, opportunity-seeking, strategic approach to improve competitiveness over and above the mitigation and adaptation requirements set by policymakers, industry norms, or shifting consumer preferences.

The discussion should no longer focus on whether or not human activity has an impact on a changing climate, or how much impact it has, but rather on how to maximize competitiveness while mitigating the change.

The purpose of the current special issue is to stimulate an interdisciplinary, integrated discussion across a wide range of issues related to climate change and multinational corporations.

We strongly encourage submissions from physical science and social science collaborations. We solicit both conceptual and empirical contributions related to practice that address, but are not limited to, the following topics:

  • Adaptation and mitigation actions are complementary and mutually achievable.
    • How can or do MNCs capitalize on this synergy?
    • When is it advantageous to focus exclusively on mitigation and/or adaptation?
    • What adaptation and mitigation dimensions should be incorporated into the strategic management process?
  • A key challenge faced by MNCs is to ensure concrete solutions for adaptation to the dual impact of climate change and climate policy.
    • How do MNCs assure visibility and influence with regulatory decision makers in formulation of policy?
    • What should every MNC know about mitigation and adaptation from the business viewpoint?
    • How should return on investment (ROI) in adaptation and mitigation be measured? – What are the appropriate metrics?
    • How do MNCs influence relevant stakeholders and bring them into the climate strategy process?
  • What are current best practices in pro-active climate strategy that go beyond adaptation and mitigation? Is there room for arbitrage?
    • What are the effects of the increasing pressures put on MNCs operating in emerging markets, including China?
  • At the country level, China is developing a significant position in solar and other energy and climate mitigation technologies. Will they also lead in pro-active climate strategy that goes beyond mitigation?
  • What can MNCs learn from the historically leading markets, Germany for example, with respect to climate adaptation and mitigation?
    • How can developed country MNCs build on new climate mitigating technologies in competing developing economies?
  • Can climate strategy practices of developed country MNCs be appropriated by developing country MNCs? Should they be? 

Studies from different scientific streams have generally failed to step into each other’s areas of research, hence missing opportunities for cross-fertilization. Although scholars raised this issue earlier (e.g, Hoffman, 2000; Kolk & Pinkse, 2007), there has not been a systematic attempt in the literature to address this important issue.

Therefore, a major goal of this special issue is to encourage articles that apply new and innovative ways to inform practice. 

This special issue supports approaches that might face challenges in more traditional outlets. We seek breakthrough ideas. Shorter pieces are also welcome. Case studies should go beyond descriptive approaches by including a substantial discussion section that emphasizes generalizability and potential transferability to the target audiences’ domains.

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

Important Dates - Submission deadline: November 1, 2011, Publication release: 2012

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. All papers are refereed through a double-blind peer review process. A guide for authors and other relevant information for submitting papers are available on the Author Guidelines page. Improperly formatted papers will be unsubmitted for correction by the contact author.

Note: Please indicate in your submission that the submission is for this special issue. Do NOT include your identifying contact information in your manuscript when uploading it into the submission system. Authors of accepted papers will have to sign and submit a copyright transfer form.

For questions regarding this special issue, authors are invited to contact Dr. Andreas Schotter, andreas.schotter@thunderbird.edu or Prof. Michael Evan Goodsite, mgo@dmu.dk. 

Questions about the submission process should be addressed to TIBR Managing Editor Suzy Howell, suzy.howell@thunderbird.edu .

 

 

The IJBR is currently accepting papers for an upcoming special issue entitled: International Business Strategy in Emerging Economies. The purpose of the special issue is to develop theoretical and empirical approaches in the field of international journal of business research, strategic management and entrepreneurship. The editors invite papers in which questions from the public domain are framed for further study by management scholars, as well as papers that systematically apply theories and empirical approaches from strategy and entrepreneurship to issues related to the public interest. The ultimate objective is to develop a long-range agenda for research on innovation in the public interest.

Subject Coverage Topics of interest include but are not limited to:

*International and Global Strategy
*Global Strategy and Emerging Economies
*Business models and business model innovations
*Original empirical research contributions exploring linkages among cooperative strategies, innovation, organizational effectiveness and competitiveness
*Case studies on cooperative strategies for competitiveness or innovation
*Exemplars of theory building and its induction in competitiveness to develop constructs and testable hypotheses.
*Strategic alliances for internationalization
*Learning & innovation capabilities: issues & measurement
*Collaborative business models (e.g. for standardization)
*Knowledge creation and technological innovation
*Collaboration strategies for technology standard battles
*Organizational performance and competitiveness
*Antecedents and consequences of firm competitiveness
*Business model innovation for industrial competitiveness

In the International Business Game, players act as the managers of international bicycle companies. Based on facts and events (demographic, political instability, climate, GDP, etc.), players determine strategic international decisions (such as building a factory in Brazil or in the UK, using an expat in China but a local manager in Denmark). Additional games are also available under the "business games" tab in the menu.

The U.S. President Donald Trump, following his “America First” policy, has imposed tariffs on imports from numerous countries and wants to modify or terminate current trade agreements with other countries, which has created worldwide anti-globalization sentiment. Journal of International Business and Law (JIBL) is calling for student papers for its special issue on International Business Strategies to Cope with Trade Wars.

The topics include but are not limited to:

  • Business or corporate strategy to reduce or minimize the impact of the trade wars
  • Business or corporate strategy to avoid the boycotting by the consumers of the country that is in a war with the country of the firm
  • Business or corporate strategy to compete against other countries’ firms in a trade war
  • Business or corporate strategy to protect the brand image by separating the brand from the country of the origin effect

The paper should have a student as a leading or sole author.

As for the format, follow the Journal of International Business Studies (JIBS) style at https://aib.msu.edu/jibs

The submission due of the full paper is November 1, 2019. Submit to Dr. Boonghee Yoo (boonghee.yoo@hofstra.edu), faculty editor, Professor of Marketing and International Business, Frank G. Zarb School of Business, Hofstra University.

The accepted papers are expected to be published in the fall issue of 2019.

Corporate Social Responsibility (CSR) has become a catchphrase, possibly because it means different things to different people, it serves many political and marketing purpose, and because the concept itself of CSR is unclear, ambiguous, multidimensional and changing. Multinational enterprises (MNEs), which by definition operate and are managed across national jurisdictions, are increasingly powerful and not always accountable entities.

This power and lack of accountability is reflected both at international and national levels. In order to attract and maintain Foreign Direct Investment (FDI) nations have to create favourable conditions for foreign corporations. This conflict between FDI and national sovereignty may weaken national governments and limit their regulatory actions at both the national and transnational level, explaining the shift from nation-state regulation towards alternative forms of regulation. These alternative forms rely heavily on voluntary initiatives by the MNEs which are implemented and monitored by the civil society and MNEs themselves.

Since the 1990s’ globalisation has been a growing concern on socially responsible MNEs, and CSR and corporate governance have became top priorities for businesses. In today’s global economy, it can be observed a decreasing tolerance of poor working condition and environmental degradation. This book offers an understanding and contextualising the implication of a firm’s behaviour to its social stakeholders, shareholders and the environment at the international level.

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

•      Political, cultural and social responsibility issues at the firm level
•      Sustainability and international business
•      Multinational enterprises (MNEs) at the local and international environment
•      Challenges for MNEs operating in emerging countries
•      MNEs and poverty alleviation
•      CSR and the bottom of the pyramid
•      MNEs and national sovereignty
•      International Business ethics and global risk
•      International business and the illegal economies
•      IB, corruption and bribery
•      IB and criminal organisations
•      Public- Private and Business-Community partnerships
•      Dimensions of concept of CSR
•      Corporate Philanthropy
•      Limitations of market based approaches
•      Investment and CSR
•      Climate change and international business
•      Corporate Diplomacy
•      Role of corporations in shaping global business policy.
•      Corporate Governance (CG) within the framework of International Business.
•      Corporate Citizenship
•      Global Compact and IB
•      Social Responsibility Networks
.      Cause Marketing & Ethical Promotion

Important dates:

•      Submission deadline for chapter proposals (title and 300-500 words abstract): March 12th 2012
•      Notification of acceptance/rejection of chapter proposals: March 30th 2012
•      Deadline for full chapter: 1st of August 2012
•      Notification of acceptance/rejection of chapter proposals: 30th of August 2012
•      Deadline for submission of final chapters: 1st of October 2012

Accepted chapters will be compiled in a book, which will be published by Emerald Group Publishing within the Advances in Ecopolitics series.

Call for Papers for a Special Issue on “International Competitiveness”

What makes some organizations more competitive than others in the international marketplace? Is the “international competitiveness” of these organizations driven by structural properties, strategic elements, tactical implementation, opportunistic behavior, or a combination of one of more of these and/or myriad other potential components? Marketing’s contribution to the scholarly dialogue about what makes some organizations internationally competitive is important and potentially unique. In a global marketplace which is converging in tastes and market segments in some respects and diverging in others, marketing has an opportunity to be in the forefront of scholarship.

The special issue on international competitiveness aims to publish papers that will shed greater insights into how marketing can help describe, explain, and predict issues within the scope of organizations being internationally competitive. Firm competitiveness in an international context can be assessed at various levels where marketing phenomena can be of strong influence. Some examples of these levels include: unit, profit center, firm, venture, strategic group, industry, country, and world region. The special issue targets any level(s) of international competitiveness, as long as the core focus is marketing phenomena which are related to a firm’s competitiveness in the international marketplace (including organizational units, profit centers, etc.).

To address these issues, the Journal of the Academy of Marketing Science is issuing a call for papers for the purpose of advancing marketing knowledge on firm competitiveness in the global marketplace. In terms of content, papers may be either conceptual or empirical in nature and pursue either theory-building or theory-testing. In terms of methodology, papers may be based on empirical techniques (e.g., case, survey, archival research) or on modeling techniques (i.e., optimization or simulation). Papers that integrate multiple perspectives and/or multiple methodologies are especially encouraged.

Papers targeting the special issue should be submitted using the JAMS submission system (www.edmgr.com/jams) and will also undergo the same review process as regularly submitted papers. The deadline for submission is February 1, 2011. Questions pertaining to the special issue should be directed to:

G. Tomas M. Hult, Editor
Anne Hoekman, Managing Editor
Journal of the Academy of Marketing Science
Michigan State University
East Lansing, MI 48864-1121, USA
Phone: +1-517-353-4336
Email: jams@msu.edu

The world economy is increasingly becoming global.  Most organizations no longer define their scope in terms of national economies and national boundaries and marketers must understand consumer behavior patterns in different world markets to effectively serve the special needs of international consumers.  However, despite considerable research efforts, it is not clear whether market globalization leads to the homogenization of consumer behavior or consumer behavior becomes more heterogeneous due to differences across nations, countries, regions or cultures. This issue, which is more important now than ever before, is not well understood and clearly requires further study to allow the development of effective international marketing strategies.

The aim of the Special Issue is to generate insights on international consumer behavior, insights that inform strategy and are relevant to decision makers within organizations, whether these are for-profit firms, non-profits, or governmental agencies.  Manuscripts that draw on and integrate multiple perspectives (e.g., psychology, sociology, anthropology or consumption economics) are especially encouraged.  The research approach can be qualitative, quantitative or mixed.  Conceptual manuscripts that focus on the strategic possibilities of international consumer insights are also welcome.  All manuscripts should have clear relevance to the international marketing field, share a focus on consumers as the unit of analysis, and translate consumer insights into a strategy discussion. 

Possible topics include, but are not limited to:

  •          Similarities and differences in consumer behavior among developed, developing, emerging, and frontier markets
  •          Cross-cultural comparisons in terms of consumer information processing and decision making
  •          Country of origin effects
  •          Consumption experiences and consumer-brand relationships for local and global brands
  •          Consumer ethnocentrism, animosity, national identity, and cosmopolitanism
  •          Consumer satisfaction and complaining behavior across cultures
  •          Global consumer culture and the global teenager
  •          Consumer adoption and diffusion of innovations across cultures
  •          Social media, content, and online marketing across cultures
  •          International market segmentation
  •          Consumers’ perception of CSR across countries
  •          Cultural manifestations (values, heroes, rituals and symbols) and consumer behavior
  •          Global and local consumer culture positioning strategies

Papers targeting the Special Issue should be submitted using the JIM submission system and will also undergo the same review process as regularly submitted papers. The deadline for submission is JUNE 12, 2017.

Questions pertaining to the Special Issue should be directed to:

Constantine S. Katsikeas

Editor-in-Chief, Journal of International Marketing

Arnold Ziff Research Chaired Professor of 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

The guest editors for the Special Forum on International Entrepreneurship (IE)
in the Journal of Business Venturing invite proposals for review papers in the
field of IE.

The Special Forum will be comprise of two sections: 1) Field Reviews of IE, and
2) Focused Topic Reviews of IE. Each part will have its own set of deadlines.
Details follow.

Section 1: Field Reviews of IE
Submissions to the first section of competitive papers will focus on field
reviews of research in International Entrepreneurship. These papers will
demarcate the field of IE with a thorough and systematic review of the
development and state of IE research. These reviews are to be general in
nature, and distinct from those in Section 2 (see below).

Section 2: Focused Topic Reviews of IE
Submissions to the second section of competitive papers will differ from Section
1 papers in that they will focus on a specific topic of relevance in IE
research. They should propose and outline a critically evaluative review of
that particular topic or question, discussing the relevant theory and
perspectives in some depth. Some suggested topics might be:

* Social capital and network perspectives in IE research
* The strategic management influence in IE research
* IE in emerging or transitional economies
* Capturing performance in IE research
* IE as marketing exchange; the marketing perspective in IE
* What are the economic/political factors behind the phenomenon of IE?
* Finance perspectives in IE research
* Transnational and migrant entrepreneurship in IE research,
* IE from a social and sustainable perspective
* The psychology influence; understanding the international entrepreneur
* Others


All submissions (Sections 1 and 2) should address the past and future of IE in
an effort to advance high quality scholarship in this field. All authors should
keep in mind three key objectives of the papers in this Special Forum:

1. celebrate IE as a field of study;
2. define IE as a discrete, mature and growing disciplinary area; and
3. provide a rich base for future research in IE.


Submission Guidelines
Rather than submit full papers, 5 page proposals are requested for both Sections
1 and 2 of the Special Forum. Each proposal will include the intent, scope and
theoretical positioning of the review as well as anticipated contributions to
the IE field. The Guest Editors, JBV Editor and a select panel of scholars will
review each proposal, selecting those proposals to be developed into full
papers. Each full paper will be blind reviewed through the JBV system, subject
to the rigours and risks of any peer review process.

The author(s) of each successful Section 2 proposal will receive draft versions
of the accepted Section 1 papers that provide the foundation for this Special
Forum. This is so Section 2 authors will have a full understanding of findings
that have emerged in the general reviews and can use them as a point of
departure. Together, all of the Special Forum papers will provide a
comprehensive overview of IE research. Critically, they will provide a solid
foundation and research agendas for future study.

Please follow the guidelines for authors of the Journal of Business Venturing
at:
http://www.elsevier.com/wps/find/journaldescription.cws_home/505723/authorinstructions

Please submit proposals or any questions by email to Nicole Coviello
(ncoviello@wlu.ca)

Key Dates: (Please note the tight deadline for submission of proposals and final
papers)

Field Reviews (Section 1)
15 November 2009 Section 1 proposals due
30 November 2009 Section 1 decisions communicated to proposal authors
01 March 2010 Section 1 papers due

Focused Topic Reviews (Section 2)
15 January 2010 Section 2 proposals due
15 February Section 2 decisions communicated to proposal authors
October 2010 Section 2 papers due

Guest Editors
Nicole Coviello
Field Editor (International Entrepreneurship), Journal of Business Venturing
Professor of Marketing, Wilfrid Laurier University, Canada

Patricia McDougall
William L. Haeberle Professor of Entrepreneurship
Kelley School of Business, Indiana University, USA

Ben Oviatt
Professor Emeritus of Managerial Sciences
Georgia State University, USA

Papers are invited for publication in this special issue of the Journal of Teaching in International Business (JTIB) published by Routledge/Taylor and Francis. JTIB is the premier scholarly journal in its field now in its 27th year of publication (JTIB home page, http://www.tandfonline.com/toc/wtib20/current ).  JTIB instructs international business educators, curriculum developers, and institutions of higher education worldwide on methods and techniques for better teaching to ensure a global mindset and optimum, cost-effective learning in international business. JTIB seeks original, significant, scholarly, and applied articles that use empirical data and analysis to show the effectiveness of various approaches to teaching international business; enrich and make more effective the classroom presentations of teachers of international business; facilitate research endeavors of international business consultants, researchers, business education foundations, and institutions of higher learning.  Papers for this special issue should not have been published or submitted elsewhere for publication.

We expect the papers in this issue to make significant contributions and provide fresh insights for the teaching of International Entrepreneurship, preferably based on empirical evidence. Topic areas (but not limited to) can include how entrepreneurship is taught around the world.  Specifically:

(1) To what extent research and case studies on entrepreneurship are brought into undergraduate, MBA, and PhD curriculum, and/or how effect this has been for the following topics:

  • entrepreneurial finance
  • entrepreneurship and innovation
  • crowdfunding
  • venture capital and private equity
  • cross-border entrepreneurship
  • entrepreneurial opportunities
  • measuring entrepreneurship
  • country comparisons
  • microfinance
  • IPOs
  • culture and entrepreneurship
  • public policy and entrepreneurship
  • legal perspectives on entrepreneurship
  • corporate governance perspectives on entrepreneurship
  • gender and entrepreneurship

(2) To what extent student study abroad programs have enriched the international entrepreneurship education?

(3) What are some specific challenges entrepreneurs facing globally and how can we educate them better to prepare these challenges?

Submission and Review Process:         

To ensure full consideration for inclusion in this special issue, fully developed manuscripts should be submitted to JTIB by July 1st, 2017. All manuscripts submitted to the special issue should be submitted through the JTIB Manuscript Central website https://mc.manuscriptcentral.com/jtib  (Special Issue: International Entrepreneurship). Contributors should follow the JTIB Author Guidelines (see http://www.tandfonline.com/toc/wtib20/current)

‘Journal of Entrepreneurship, Management and Innovation’ (JEMI)
SPECIAL ISSUE CALL FOR PAPERS

http://jemi.edu.pl/

THE ENTREPRENEURSHIP ISSUE OF JEMI 2015

edited by

Krzysztof Wach, Associate Professor
Cracow University of Economics, Poland
(guest editor)


will focus on

INTERNATIONAL ENTREPRENEURSHIP. NEW PERSPECTIVES IN INTERNATIONAL BUSINESS RESEARCH

The concept of 'international entrepreneurship' (IE), as one can assume, was used for the first time in the doctoral dissertation of Tomas Otto Kohn in 1988 at Harvard. It is most probably that it was published for the first time in the work of J.F. Morrow in the same year. A year later, this notion appears in scientific publications by various authors, including P.P. McDougall , who together with B.M. Oviatt developed this theory in the following years. It can therefore be assumed that the current international entrepreneurship as an area of research is only 25-30 years old, although its intensive development occurred only in the first decade of the 21st century, that is, de facto, a few years ago. IE has been developing very intensively, however it must be admitted that, apart from some elements of this school, it is still quite poorly explored and described field in the literature.

The special issue seeks papers that discuss and analyse:

  • international entrepreneurship as a new field of research, 
  • international entrepreneurship vs. international business,
  • international entrepreneurship school vs. theory of internationalisation of firms
  • traditional versus rapid internationalisation of firms,  
  • role of the entrepreneur in the process of internationalisation of firms,
  • internationalisation of small and medium-sized enterprises (SMEs vs. LEs),
  • internationalisation of family businesses,
  • recognising and exploring international business opportunities,
  • entry modes and internationalisation patterns of firms, 
  • international strategies of Central European small businesses (SMEs vs. LEs),
  • international competitiveness of Central European small businesses (SMEs vs. LEs),
  • internationalisation of Central European small businesses (SMEs vs. LEs),
  • int’l entrepreneurship vs. int’l management and int’l marketing.

Contributors are welcome to propose other topics that meet the objectives of this issue.

Paper submission:

Papers should be submitted before the end of October 2014 to JEMI, at: jemi@wsb-nlu.edu.pl. They must be in sufficient detail for the referees to judge their meaning and value. Submissions must be in English, should normally be no more than 15 pages in length (up  to 8000 words), and follow the submission requirements posted on the JEMI website at http://jemi.edu.pl/pl/submission.html. Notifications of acceptance will be sent to authors within one-two months. 

International Ethnic Entrepreneurship
Approaches and strategies of successful immigrant entrepreneurs crossing national boundaries

National economies opened to the world and became more integrated in the last 50 years. As also travel became easier and more affordable, people with different national backgrounds left their homes and went into industrialized countries as refugees, asylum seekers and economic migrants (Cross 1992, Esping-Andersen 1993; Massey and Denton 1993). From the Chinese in greater Asia and Canada, to the Turks in Germany, from the Algerians in France to the Indians in Africa and New Zealand, the developed world became the final destination of populations with different socio-cultural or ethnic origins, which turned them into multi-cultural societies (Gorter et al. 1998).

Over the years, a significant shift in the work orientation towards self-employment took place among these ethnic groups (Delft et al. 2000, Masurel et al. 2002, Min 1987, Waldinger et al. 1990, Ward and Jenkins 1984; Kobrin and Speare, 1983; Lewandowski, 1980). Whereas most of them had been employed as laborers in earlier years, they started to be active as "ethnic entrepreneurs". Instead of queuing for jobs with the locals, they created work opportunities for themselves and even became employers of other people as well.

Ethnic entrepreneurs are people who start their own business often through an individual connection with former immigrants (Butler and Green, 1997) through a set of regular patterns of interaction with them (Waldinger et al., 1990). Ethnic entrepreneurs significantly influence national economies. According to the Ethnic Minority Business Forum (2003) for example, there are 66.000 ethnic minority owned businesses in London today, as well as around 93.000 self employed people from ethnic minority communities. These minority businesses employ well over half a million people. Also in other parts of the world, ethnic minorities have started to have a say in business; the ethnic Chinese for example have created large multi-divisional enterprises in the host societies of Southeast Asia. Ethnic businesses today contribute to the economy by increasing economic and cultural diversity, reducing unemployment among immigrants and raising living standards in ethnic groups.

One of the important questions is which factors effect migrants; decisions to engage in entrepreneurial activities. The decision has been explained with either the Structural or the Cultural approach (Mavratsas, 1997). Whereas the Structural approach argues that the situation in the host country is a prime cause for migrants engagement in entrepreneurial activities (Cole, 1959), the Culturalist approach sees values and cultural elements as the essential determinants of entrepreneurial activity. Studies demonstrate, that these elements are similar in many aspects across different minority groups. A comparative examination of entrepreneurship among Maghrebian and Pakistani businesses for example shows, that motivation, markets and the importance of family labour are equally important. Studies also show that networks are determining factors in entrepreneurship success, as network connections help ethnic entrepreneurs raise money, invent technology, locate materials, get training and hire workers (Gabbay & Leenders, 1999).

Although studies on ethnic communities in business life have increased over the last years, these studies have dominantly considered labour migration and only limited attention has been given to entrepreneurial migration. Whereas some works have dealt with this topic as well, most academic works on ethnic entrepreneurship have told the stories of particular minority groups in specific societies (e.g. Light and Bonachich, 1991; Silverman, 2001 Folk, 2007).

This special issue of International Business Review focuses on two gaps in the extant literature on ethnic entrepreneurship: First, unlike previous work, which tended to focus on one country or one region of the world, with this special issue we aim to cover a global scope with chapters on America, Europe, and Asia. It is our intention to provide a broad perspective on the nature and scope of entrepreneurship within ethnic groups and bring new insights and methods to the phenomenon of ethnic entrepreneurs. Second, most work until now has focused on the marketing related dimensions of the phenomenon. This special issue aims to provide a management related understanding of how international firms are organized to achieve their strategic goals. Combining essays, case studies and empirical studies from around the globe, we want to give a deeper understanding of the characteristics, motivation and orientation of ethnic entrepreneurs as well as their value systems, preferences, goals and management styles. It is our aim to understand the success stories of ethnic entrepreneurs in different environments putting special emphasis on the cultural, social and institutional resources that made these successes possible.

Guest Editors:
Prof. Dr. Tamer Çavusgil (Georgia State University/USA)
Dr. Dilek Zamantili Nayir (Marmara University/Turkey)
Prof. Dr. Gerd-Michael Hellstern (University of Kassel/Germany)
Prof. Dr. Tevfik Dalgic (University of Texas at Dallas/USA)
Prof. Erin Cavusgil (University of Michigan Flint/USA)

Subject Coverage

Topics covered include, but are not limited to:

* Global trends in ethnic business
* The role of ethnic entrepreneurship in shaping the structure of modern economies
* The role of culture and cross cultural communication in ethnic businesses
* Strategy formulation in ethnic businesses
* The role of business-government relations
* The role of trust and cultural values
* Gender and generation differences
* Economic, political and social network structures in ethnic entrepreneurship
* Organizational culture in ethnic enterprises

We are looking to include both conceptual and empirical papers as well as case studies in this special issue. Papers with a multi-country, comparative perspective will be preferred.

Schedule
February 28, 2010 Submission of manuscripts
June 15, 2010 Reviewer comments to authors
September 30, 2010 Submission of final articles
January 15, 2011 Final articles to the publisher

Notes for Authors
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. All papers are refereed through a peer review process. A guide for authors, sample copies and other relevant information for submitting papers are available on the Author Guidelines page at http://www.elsevier.com/wps/find/journaldescription.authors/133/authorinstructions

Editors and Notes
Please send your submission in the form of an MS Word file attached to an e-mail to both:

Prof. Tamer Çavusgil
The Institute of International Business - J. Mack Robinson College of
Business, Georgia State University,
35 Broad Street, Suite 1438, Atlanta Georgia 30303 USA
stcavusgil@gsu.edu

and

Dr. Dilek Zamantili Nayir
Marmara University - Faculty of Economic and Administrative Sciences
Department of Business Administration in German language
81610 Anadoluhisari Istanbul Turkey
dznayir@marmara.edu.tr

International Education Financial Aid (IEFA) is an international resource for scholarships, loans, and grants for American and international students who wish to study abroad. The IEFA site also contains an international student blog and a resources section that provides a number of useful links. Free registration is required for access to all online services.

Editors:

Prof. Zhongqiang Liu - President, International Emerging Scholars Society (IESS), Editor-in-chief, International Journal of Business and Management (IJBM), EISSN: 2815-9330, Email: zhongqiang.liu@iessociety.com

Prof. Scott Johnson - Vice President, International Emerging Scholars Society (IESS), Editor, International Journal of Business and Management (IJBM), EISSN: 2815-9330, Email: Scott@iessociety.com

Mr. David Cameron - Manager Operations, International Emerging Scholars Society (IESS), Email: David.cameron@iessociety.com

Dr. Nicole Pannet - Director, Research and Operations, International Emerging Scholars Society (IESS), Email: Nicole.pannet@iessociety.com

Ms. Tiffany - Marketing Manager, International Emerging Scholars Society (IESS), Email: tiffany@iessociety.com

 

Call for Papers International Journal of Business and Management (IJBM) (ISSN Online: 2815-9330) cordially invites scholars, academicians, and researchers from all over the world to submit their unpublished original work for inclusion in our next publication issue (Vol 2, No 2, 2023).

Acceptable themes include, but are not limited to, the following:

  • Accounting and Finance
  • International Business
  • Management Corporate Governance
  • Marketing
  • Supply Chain
  • Business Ethics
  • Corporate Governance
  • Corporate Social Responsibility.

We are CrossRef. International Emerging Scholars Society (IESS) provides financial support for academic research projects which have the potential to be applied in the field of financial technology and sustainability. Papers that have been already presented at major academic conferences such as the American Finance Association, the European Finance Association or the Western Finance Association are not eligible for funding by IESS. Two grants of NZD 5000 each are available and payment will be made directly to the researcher.

Requirements:

  • Should hold a current membership of IESS (i.e. student, faculty, or professional)
  • Be the principal investigator of the funded project
  • Project has't received any other funding Presentation of the research project on completion

The interested applicants can send their research proposal and CV to researchsupport@iessociety.com by 15 September 2023. The committee will make the decision by 30 November 2023. Only selected applicants will be contacted. The preference will be given to the projects that has potential of publication in top journals. The committee decision will be final.

CALL FOR PAPERS

Special Issue of International Business Review

International knowledge flows in the context of emerging economy MNEs and increasing global mobility

Guest Editors:

Xiaohui Liu, Loughborough University

Axèle Giroud, UNCTAD/University of Manchester

Deadline for Submission: 31 January 2014

Existing studies on multinational enterprises’ (MNEs) cross-border knowledge flows have predominantly focused on the movement of knowledge within developed countries’ MNEs and/or on how local firms in developing countries benefit from the entry of foreign firms (Gupta and Govindarajan, 2000; Buckley et al., 2002; Görg and Strobl, 2005; Liu and Buck, 2007; Blalock and Simon, 2009; Ghauri and Yamin, 2009; Liu et al., 2009; Meyer and Sinani, 2009; Giroud et al., 2012; Irsõvá and Havránek, 2013). Such dominance may reflect the technologically leading position of developed countries. However, emerging economy firms that have lagged behind firms from developed countries in the past are now rapidly catching up. In particular, emerging economy MNEs (EMNEs) have gained new momentum in the world economy through actively engaging in outward FDI. These changes have been reflected in a new body of literature which goes beyond early explanations for FDI from emerging economies (Wells, 1983; Lall, 1983; Amsden, 1989), since FDI outflows from emerging economies have increased significantly and represent a rising share of global FDI (UNCTAD, 2006; 2013). The new literature strives to understand whether EMNEs follow different internationalisation paths or whether their strategies differ from those of MNEs from developed countries (Fleury and Fleury, 2011; Ghauri and Santangelo, 2012; Witt and Lewin, 2007); whether existing theoretical concepts apply similarly for these firms (Liu et al., 2005; Luo and Tung, 2007; Matthews, 2006; Wang et al., 2012); whether there are unique differences in the case of EMNEs investing in other emerging economies or least developed countries (UNCTAD, Global Investment Trends Monitor, 2013).

Despite recent literature, there remain gaps in the understanding of how EMNEs engage in the process of intra- and inter-firm knowledge transfer across borders and within host countries. Many important research questions remain unanswered: What is the best way for EMNEs to be successful in their strategic asset seeking investment in developed countries? How do EMNEs’ strategic motives affect the host countries in which they operate? Do EMNEs have new ways of learning or unique mechanisms through which cross-border knowledge flows are facilitated? The lack of answers to these questions is all the more surprising given claims that (1) EMNEs actively invest in developed economies through acquisition in order to access key assets, resources and technologies, and (2) they may have a more positive impact on host developing countries due to similarities in the level of economic development and institutional contexts (Ramamurthi and Singh, 2009; Giroud et al., 2012).

Facilitating international knowledge flows, a significant increase in human mobility has become a major aspect of the globalization process. Emerging economies have attracted a large number of return migrants who moved to developed countries in the past and are now returning to their home countries after several years of education and business experience abroad. This increasing trend of human mobility across countries may have profound implications for international knowledge flows. And yet we know relatively little about whether the cross-border knowledge flows of EMNEs differ from those of developed MNEs in the presence of international labour mobility (Liu et al., 2010; Gao et al., 2013). 

These new developments challenge the dominant view of cross-border knowledge flows based on established MNEs from developed countries and represent opportunities to advance existing research in this area. It is theoretically and practically important to examine the nature, direction, process and impact of international knowledge flows in the context of EMNEs and increasing human mobility across borders, and enrich our understanding of these key issues. In particular, we need to unpack the socio-cultural process of cross-border knowledge flows by taking account of the characteristics of EMNEs and increasing global mobility.

This special issue aims to extend this line of research by focusing on cross-border knowledge flows and their impact in the context of EMNEs and human mobility. We wish to encourage IB and management scholars to identify new research questions and reveal new dimensions of international knowledge flows in order to reflect the new landscape of the world economy (i.e. EMNEs and an increasing trend of international labour mobility).

Themes of this special issue

We welcome submissions that make a contribution through interdisciplinary approaches. We invite theoretical/conceptual papers and empirical work that draws on qualitative or quantitative methods or an innovative combination of both. Potential themes include, but are not limited to:

How do EMNEs learn from host countries?

  • In what way is OFDI used as a tool to access international knowledge for EMNEs?
  • What are the challenges and difficulties facing EMNEs in terms of reverse knowledge transfer (RKT)/spillovers?
  • Have EMNEs established internal or unique mechanisms to enhance cross-border knowledge flows?
  • What specific roles do expatriates and/or migrants play in enhancing learning by EMNEs from host countries?
  • How or to what extent do institutional contexts affect RKT/spillovers for EMNEs?

To what extent do host countries learn/benefit from EMNEs?

  • What impact do EMNEs have on developed and developing host countries (notably through knowledge spillovers and linkages)?
  • How do EMNEs’ strategic characteristics affect their potential for knowledge spillovers and linkages in host countries?
  • Do knowledge spillovers and linkages of EMNEs differ from those of established MNEs from developed countries?
  • What is the role of expatriates and migrants in enhancing the impact of EMNEs in host countries?

Guidelines and submission information: All papers will be subjected to double-blind peer review in accordance with IBR guidelines. Authors should follow IBR guidelines, http://www.journals.elsevier.com/international-business-review/. All submissions should be submitted electronically to http://ees.elsevier.com/ibr/ choosing SI: International knowledge flows and EMENs as the article type. Submission deadline: 31 January 2014. Questions about the special issue can be directed to the guest co-editors: Xiaohui Liu (X.Liu2@lboro.ac.uk); Axèle Giroud (axele.giroud@mbs.ac.uk).

References

Amsden, A. (1989). Asia's Next Giant: South Korea and Late Industrialization. Oxford: Oxford University Press.

Blalock, G., and Simon, D. (2009). Do all firms benefit equally from downstream FDI? The moderating effect of local suppliers’ capabilities on productivity gains. Journal of International Business Studies, 40(7): 1095-1112.

Buckley, P. Clegg, J., and Wang, C. (2002). The impact of inward FDI on the performance of Chinese Manufacturing Firms. Journal of International Business Studies, 33(4): 637-655.

Fleury, A., and Fleury, M.T. (2011), Brazilian Multinationals - Competences for Internationalization. Cambridge, UK: Cambridge University Press.

Gao, L., Liu, X., and Zou, H. (2013). The role of human mobility in promoting Chinese outward FDI: A neglected factor? International Business Review, 22(2): 437-449.

Ghauri, P., and Santangelo, G. (2012). Multinationals and the changing rules of competition, Management International Review, 52(2): 145-154.

Giroud, A., Jindra, B., and Marek, P. (2012). Heterogeneous FDI in transition economies: A novel approach to assess the developmental impact of backward linkages. World Development, 40(11): 2206-2220.

Giroud, A., Mirza, H., and Wee, K.  (2012). South-south foreign direct investment: Key role of institutions and future prospects. Handbook of Institutional Approaches to International Business. Wood, G and Demirbag, M. Cheltenham, Northampton, Edward Elgar: 365-381.

Görg, H., and Strobl, E. (2005). Spillovers from foreign firms through worker mobility: an empirical investigation. Scandinavian Journal of Economics 107(4): 693-709.

Gupta, A. K., and Govindarajan, V. (2000). Knowledge flows within multinational corporations. Strategic Management Journal, 21(4): 473-496.

Irsõvá, Z., and Havránek, T. (2013). Determinants of Horizontal Spillovers from FDI: Evidence from a Large Meta-Analysis. World Development, 42: 1-15.

Lall, S. (1983). The New Multinationals: The Spread of Third World Enterprises. Chichester, UK: John Wiley & Sons.

Liu, X., Buck, T., and Shu, C. (2005). Chinese economic development, the next stage: Outward FDI? International Business Review, 14(1): 97-115.

Liu, X. and Buck, T. (2007). Innovation performance and channels for international technology spillovers: Evidence from Chinese high-tech industries. Research Policy, 36(3): 355-366.

Liu, X., Wei, Y., and Wang, C. (2009). Do local manufacturing firms benefit from transactional linkages with multinational enterprises in China. Journal of International Business Studies, 40(7): 1113-1130.

Liu, X., Lu, J., Filatotchev, I., Buck, T., and Wright, M. (2010). Returnee entrepreneurs, knowledge spillovers and innovation in high-tech firms in emerging economies. Journal of International Business Studies, 41(7): 1183-1197.

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

Mathews, J. (2006). Dragon multinationals: New players in 21st century globalization, Asia Pacific Journal of Management, 23(1), 5-27.

Ramamurti, R., and Singh, J.V. (2009). Emerging Multinationals in Emerging Markets. Cambridge: Cambridge University Press.

UNCTAD (2006). World Investment Report 2006: FDI from Developing and Transition Economies, Implications for Development (Geneva and New York: United Nations).

UNCTAD (2013). Global Investment Trends Monitor (Geneva and New York: United Nations).

Wang, C., Hong, J., Kafouros, M., and Boateng, A. (2012). What drives the internationalization of Chinese firms? Testing the explanatory power of three theoretical frameworks. International Business Review, 21(3): 426-438.

Wells, L.T. (1983). Third world multinationals: The rise of foreign investment from developing countries. Cambridge, MA: MIT Press.

Witt, M. A., and Lewin, A. Y. (2007). Outward foreign direct investment as escape response to home country institutional constraints. Journal of International Business Studies, 38(4), 579–594.

About the special issue editors

Xiaohui Liu is Professor of International Business and Strategy at the School of Business and Economics, Loughborough University. Her main research interests include knowledge spillovers, human mobility, innovation and the internationalisation strategies of firms from emerging economies. She has published widely, with publications in the Journal of International Business Studies, Research Policy, Entrepreneurship Theory and Practice, International Business Review, Journal of World Business, Management International Review, Management and Organization Review and Strategic Entrepreneurship Journal. She is area editor of the International Journal of Emerging Markets and the Secretary-General of the Chinese Economic Association (UK).

Axèle Giroud is currently working for the Investment Issues Section in the Division on Investment and Enterprise at UNCTAD (United Nations Conference on Trade and Development). She is on leave of absence from her position as Reader of International Business at the Manchester Business School University of Manchester. Her main research interests are in multinational corporations’ technology and knowledge transfer, and inter-firm linkages. She has published widely, including books and articles in journals such as World Development, International Business Review, Journal of World Business and Management International Review. She sits on the editorial boards of a number of academic journals.

Emerging markets are countries that have low-income but that experience rapid economic growths (Cavusgil et al., 2002) and often include developing countries in Asia, Latin America, Africa, the Middle East and transition economies in the former Soviet Union, and China (Hoskisson et al., 2000). While the world is witnessing dramatic shift in wealth creation from firms in developed economies to firms in emerging markets (Bruton et al., 2013), scholarly works have not fully recognized that the behavior of emerging market firms challenge long-held international marketing concepts and theories developed to explain phenomena in developed markets of Western Europe and North America, which have relatively stable and efficient market supporting institutions.

Unique to emerging markets are conditions of institutional underdevelopment and great market uncertainties such that firms operating in emerging markets face severe and unpredictable market conditions that often threaten their very survival (Bruton et al., 2013). Market supporting institutions (e.g. market intermediaries, capital markets, and legal institutions) are poorly developed, necessitating the need for firms to plan for unexpected upheavals (Quartey, 2003). Money is hard to come by in such markets given those markets’ poor capital markets and history of subsistence consumption (Viswanathan and Rosa, 2007). Market oriented principles are yet to take root in such markets as many are still in transition after several years of running centrally-planned economies (Manolova et al., 2008).

Evidence shows that internationalizing emerging market firms face conflicts with their host Western country governments and capital markets due to concerns about the nature of emerging market firms’ marketing (and financial) transparency (The Financial Times, 2012; Wall Street Journal, 2006). There is also concern that these firms receive disproportionate protection and preferential resource allocation from their home governments to support their international marketing efforts (Rugman et al., 2014).

The socio-cultural, economic, regulatory and political conditions under which international marketing strategies are made in emerging markets are unique and are in rapid transition (Acquaah, 2007). Some of these issues suggest that how international marketing is undertaken in emerging markets might be very different from what we already know in developed markets. An implication is that international marketing theory needs recalibrating to account for emerging market conditions that may shape the nature, boundary conditions, antecedents, and outcomes of international marketing strategy best practices in emerging market firms.

Despite these unique characteristics of, and dynamics in, emerging markets, and the emergence of scholarly works on the international marketing activities of emerging market firms to inform mainstream scholarly discourses (Acquaah, 2007; Kriauciunas et al., 2011; Walumbwa et al.,, 2011), we still know relatively little about how international marketing strategies are undertaken by emerging market firms (Barney and Zhang, 2009; Tsang, 2009). Accordingly, we seek manuscripts that help enrich our understanding of how conditions in emerging markets help explain the nature, boundary conditions, antecedents, and outcomes of international marketing strategies of firms in such markets. Studies examining international marketing activities of firms of all sizes (e.g., micro, small and large multinational enterprises) and ownership forms (e.g., state-owned and privately-owned enterprises) are welcome. We strongly encourage papers that focus on issues that advance and enrich current managerial and scholarly thinking while simultaneously contributing to mainstream international marketing knowledge.

Suitable topics include but are not limited to:

  • What processes do emerging market firms follow to develop their international marketing strategies?
  • What are the institutional and/or task environment forces driving international marketing strategy development in emerging market firms?
  • What are the performance outcomes and boundary conditions of international marketing strategy in emerging markets?
  • Subsistence consumption and international marketing strategy in emerging markets
  • The informal sector and its implications for international market performance of emerging market firms.
  • Strategic orientations of internationally active emerging market firms.
  • Nature of international marketing strategies of emerging market multinationals.
  • Export marketing strategy of emerging market firms.
  • International marketing knowledge transfer of emerging markets Firms.
  • International innovation strategy of emerging market firms operating in declining versus high-tech industries.
  • Drivers of international product innovation success and failure of emerging market firms.
  • International marketing and entrepreneurship interface in emerging market firms.
  • Market entry mode choices and international marketing strategy of emerging market firms.
  • Extending the institutional difference hypothesis across multiple emerging markets
  • Strategies for learning from brand and business failures in internationally active emerging market firms.
  • When and how are relationships at home and/or foreign markets useful for international marketing strategy effectiveness?

Guest Co-Editors: Prof. Yaw Debrah, Swansea University; Dr. Joseph Amankwah-Amoah, University of Bristol; Dr. Nathaniel Boso, University of Leeds

Guidelines and Submission Information

All manuscripts should be submitted to the special issue at manuscript central at https://mc.manuscriptcentral.com/imrev, following IMR manuscript submission guidelines available at http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=imr. All papers submitted to the Special Issue will be subjected to double-blind peer review in accordance with IMR guidelines. For further information please contact any of the Guest Editors for this Special Issue: N.Boso@Leeds.ac.uk; joseph.amankwah-amoah@bristol.ac.uk; y.a.debrah@swansea.ac.uk

References

Acquaah, M. (2007), “Managerial social capital, strategic orientation, and organizational performance in an emerging economy” Strategic Management Journal, 28, 1235-1255.

Barney, J. B. and Zhang, S. (2009), “The future of Chinese management research: A theory of Chinese management versus a Chinese theory of management”, Management and Organization Review, 5, 15-28.

Bruton, G. D., Filatotchev, I., Si, S., and Wright, M. (2013), “Entrepreneurship and Strategy in Emerging Economies”, Strategic Entrepreneurship Journal, 7(3), 169-180.

Cavusgil, T., Ghauri, P., and Agarwal, M. (2002), “Doing business in emerging markets: Entry and negotiation strategies”

Thousand Oaks: Sage. Financial Times (2012), “Investors steer clear of Chinese IPO in US”, The Financial Times, January 3.

Hoskisson, R.E., L. Eden, C.M. Lau and M. Wright (2000), “Strategy in emerging economies. Academy of Management Journal”, 43(3), 249-267.

Kriauciunas, A., Parmigiani, A. and Rivera-Santos, M. (2011), “Leaving our comfort zone: Integrating established practices with unique adaptations to conduct survey-based strategy research in nontraditional contexts”, Strategic Management Journal, 32, 994-1010.

Manolova, T. S., Eunni, R. V., and Gyoshev, B. S. (2008), “Institutional environments for entrepreneurship: evidence from emerging economies in Eastern Europe”, Entrepreneurship Theory and Practice, 32(1), 203-218.

Quartey P. (2003). “Financing small and medium enterprises (SMEs) in Ghana”, Journal of African Business, 4(1), 37–55.

Rugman, A.M., Nguyen, Q.T.K. and Wei, Z. (2014), “Chinese multinationals and public policy”, International Journal of Emerging Markets, 9 (2), 205-215.

Tsang, E. W. K. (2009), “Chinese management research at a crossroads: Some philosophical considerations”, Management and Organization Review, 5, 131-143.

Viswanathan, M., and Rosa, J. A. (2007), “Product and market development for subsistence marketplaces: consumption and entrepreneurship beyond literacy and resource barriers”, Advances in International Management, 20, 1-17.

Wall Street Journal (2006), “IPO outlook”, The Wall Street Journal, August 28, p. C6.

Walumbwa, F. O., Avolio, B. J. & Aryee, S. (2011), “Leadership and management research in Africa: A synthesis and suggestions for future research”, Journal of Occupational and Organizational Psychology, 84, 425-439.

As you are aware, Artificial Intelligence (Ai) is having a significant impact on many organizations and countries worldwide. A PWC Report indicated that Ai can contribute as much as 26% boost in the GDP of countries. It is forecasted to have a $15.7 Trillion impact on the global economy by 2030. The edited book aims to educate readers on the state-of-affairs of Ai in various locations around the world. Drawing from international contributors from different countries, the book aims to be a key resource on Ai in international locations. The intended audience will be academics, corporate leaders, entrepreneurs, government leaders, consultants and policymakers worldwide.

In this book project, we are gathering academics, scholars and thought leaders from around the world to provide their perspective of Ai in selected countries.

Chapter topics are shown below: 

Chapter

Title

Word Count

1

Artificial Intelligence in the USA

3,500 

2

Artificial Intelligence in the UK

3,500

3

Artificial Intelligence in Canada

3,500

4

Artificial Intelligence in France

3,500

5

Artificial Intelligence in Germany

3,500

6

Artificial Intelligence in Russia

3,500

7

Artificial Intelligence in Brazil

3,500

8

Artificial Intelligence in China

3,500

9

Artificial Intelligence in India

3,500

10

Artificial Intelligence in South Africa

3,500 

 

Proposals for countries outside of the above list may be accepted, provided that there is a compelling rationale behind it.

Chapter contributors will have a year to complete their chapters. Chapter due date is June 15, 2020

If you are interested in contributing a chapter, kindly submit the following to Dr. Mark Munoz via email in one MS Word file on or before June 15, 2019 :

  1. Proposed title from the list of chapters above or an alternative topic
  2. 3 sentence abstract
  3. 3 sentence bio of chapter contributor(s)

Dr. J. Mark Munoz, Professor, Management and International Business

Dwayne Andreas Endowed Professor of Business, Millikin University

Advisor, The Ai Initiative (The Future Society), Harvard University

Tel Nos (217) 420-6762(217) 433-1425

Email : jmunoz@millikin.edu

This year, 2024, marks the 75th anniversary of the Commonwealth of Nations. While some scholars in International Business and International Relations see it as an embarrassing legacy of the British Empire that should be allowed to wither away, the modern Commonwealth of Nations has grown in membership from seven in 1949 to 56 member states today. This includes countries that were never part of the British Empire or had no constitutional links with the United Kingdom. In addition, more countries have expressed an interest in joining.

International Business researchers increasingly see the relevance of International Relations to International Business and vice versa. There are good reasons why. The modern Commonwealth has a combined population of 2.5 billion people, more than a third of the world’s population, and covers more than a quarter of the world’s land mass. Despite this, the Commonwealth has received little interest recently from International Relations and International Business scholars alike, with only a few notable exceptions, such as Shaw and Ashworth (2010) or McDougall (2018). Much has changed since then, with a Commonwealth Charter signed in 2013 and an ever-expanding membership.

This is a call to revive International Relations scholars’ interest in this unique international organization in both its intergovernmental and non-governmental guises and to engage International Business Researchers in the conversation from their own distinctive perspectives. The theme of the conference will therefore be “Emerging issues, old dilemmas: international relations perspectives on the Commonwealth of Nations at 75 years old”. We encourage submissions that interpret this theme broadly, including methodological, epistemic, theoretical, and thematic perspectives on it. Contributions that explore underrepresented topics and multidisciplinary perspectives are also encouraged.

Topics of Interest include (but are not limited to):

  • Different IR/IPE theories’ perspectives on the Commonwealth.
  • Innovative theoretical frameworks in Commonwealth studies.
  • Interdisciplinary approaches to issues affecting the Commonwealth as a whole or its member states (including, but not limited to, climate change, democratisation, cultural exchange, education, human rights, development, civil society, international business and international trade.
  • Comparative studies that bring the commonwealth as an organisation into dialogue with each other, or non-Commonwealth countries.
  • Research applying innovative or historically grounded methodologies, ideologies, or epistemic principles.
  • Investigations into the role of the commonwealth within global contexts.

Submission guidelines:

  • Please send an abstract of no longer than 250 words that explains how your research focuses on the Commonwealth.
  • Additionally, please include a brief biography (up to 150 words), considering your academic affiliation, research interests, and contact information.
  • Please send your proposal to christopher.wylde@stmarys.ac.uk (subject line: IR perspectives on the Commonwealth) no later than June 1 2024. Notification of acceptance will be sent by July 1, 2024.

The organizers hope to select papers for inclusion in a book or special edition of a journal and look forward to receiving your research proposals.

Guest Editors

Frank Hoy, Worcester Polytechnic Institute, USA

fhoy@wpi.edu


Jacobo Ramirez and Michael Wendelboe Hansen, Copenhagen Business School, Denmark

jra.ikl@cbs.dk

mwh.ikl@cbs.dk

 

Paloma Miravitlles, Universitat de Barcelona, Spain

paloma.miravitlles@ub.edu

Important Dates

Submission of manuscripts: 11 May, 2015

Notification to authors: 22 June, 2015

Final versions due: 16 November, 2015

Special Issue on: "Internationalisation of Family Business Groups"

Internationalisation strategies of family business groups vary across developed and emerging free-market economies (e.g. Etemad 2013; Astrachan 2010). While a growing literature addresses issues related to the internationalisation of family business groups (e.g. Zahra, 2003; Donckels & Fröhlich 1991), there has been less of a research focus on (1) how institutional pressures moderate their internationalisation process, (2) the motivations behind their internationalisation (e.g. Ward 1997), and (3) the specific internationalisation strategies adopted. This special issue is open to theoretical and empirical papers that analyse the link between family business groups and their internationalisation processes.

Different institutional contexts might dictate family business groups’ responses to institutional pressures. Formal (official regulations and laws) and informal (traditions and customs) institutions might challenge the internationalisation of family business groups (e.g. Dickson et al. 2006). It might be argued that in turbulent institutional settings, both challenges and opportunities encourage the internationalisation of family business groups. External challenges may be in developing alliances with partners with local knowledge (e.g. Lu & Beamish, 2001). However, family business groups could also face internal challenges, as their members could have different global visions, mindsets and entrepreneurial personalities (e.g. Hutchinson et al. 2007).

Subject Coverage

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

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

Notes for Prospective Authors

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

All papers are refereed through a peer review process.

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

Africa’s participation in international business and world trade has been a topic of intense scholarly, practitioner and policy debates for several decades (Ibeh, Wilson, & Chizema, 2012). While some have argued that Africa economies are improving and becoming relevant in the international business arena (Marzo & Patterson, 2010), there is a growing contention that Africa is still unable to contribute meaningfully to the global economy given the dominance of commodities and raw materials in Africa’s international trade activities (Henson, Masakure, & Cranfield, 2011). While the debates continue, evidence is emerging to suggest that the speed, scope and scale at which African firms have been investing in the global economy is growing (McNamee, Pearson & Boer, 2015; Krüger & Strauss, 2015). For example, in the financial services industry, more than 70 African banks have emerged to become dominant international players (Beck, Fuchs, Singer & Witte, 2014):

Ecobank, Standard Bank and First National Bank individually hold over 30% of banking assets in nine countries. Beyond banking, African multinationals have emerged in the telecommunications, manufacturing, energy, agribusiness, aviation, and technology sectors, with firms such as MTN, SABMiller, Telkom, Dimensions Data, Massmart, Nampak, Shoprite, Dangote, Oando, Glo, Interswitch, Nakumatt, Smile and Sasol expanding to several countries and positioning themselves as major international players (Adeleye, Ibeh, Kinoti & White, 2015).

Given these impressive performances of African multinationals on the global stage in recent times, the Boston Consulting Group have identified 40 African global challengers, 18 from Southern Africa, 17 from North Africa region, 3 from Western Africa, 2 from South-Eastern Africa. There are five categories of these African challengers: The Big Local Players: these are African multinationals with assets and sales which are more than 90% domestic, but continue to record impressive international activity gradually; the Exporters: these are firms that have a vast majority of their coming from exporting operations, but have assets that are largely local; the Regional Players: African firms with at least 10% of their assets located outside of their home country but within Africa; the Multi-continental Players having at least 10% of their assets outside of Africa; and the Global Players comprising of African multinationals with more than half of their assets outside of the continent.

The current trend in the internationalization of African firms reveals a picture of a unique variety of factors propelling African firms to internationalize: reliance on formal and informal networking ties; the tendency to serve regional African markets; the dominance of the service sector, rising number of early stage and minority entrepreneurs, among others. Given the rising number of African firms on the international stage, Africa has recently been captured in the global press for being at the receiving end of burgeoning international business and politics (Schwarz & Yellin, 2013). For example, a recent Ernest and Young’s business attractiveness survey concluded that “While skeptics still abound […] a critical mass of African economies have grown at high and sustained rates; so much so that, despite the impact of the ongoing global economic situation, the size of the African economy has more than tripled since 2000.

The outlook also appears positive, with many parts of the region forecast to continue experiencing relatively high growth rates and a number of African economies predicted to remain among the fastest growing in the world for the foreseeable future” (Ernest and Young, 2013: 4). Notwithstanding these promising trajectories, several issues remain unresolved. For example, questions are asked about how much of these international business activities are truly Africa originated and whether African firms are ready to handle the influx of foreign multinationals hurrying to Africa to take advantage of the emerging opportunities on the continent (Bräutigam & Xiaoyang, 2011). The increasing internationalization of African markets has also drawn attention to related issues of Africa’s inadequate infrastructure, undersupplied skilled workforce, weak market-supporting institutions, militarized borders, and heterogeneous socio-cultural terrain.

Despite these unique but intriguing features, empirical research directly examining the nature, drivers, outcomes and boundary conditions of the internationalization behavior of African firms is lacking. While recent scholarly international business (IB) works have focused on economic renaissance occurring in Africa (Nwankwo, 2012) and with leading IB scholars calling for greater coverage of African related topics in the IB literature (e.g., Teagarden, 2009; Babarinde, 2009), scholarly efforts to understand how African firms are strategically managed for international competitiveness have only recently begun to take shape (e.g., Kropp, Lindsay, & Shoham, 2006; Fukunishi, 2009). This call, therefore, is an attempt to draw scholarly attention to interesting and challenging research themes on African firms investing in the global economy. To this end, this call seeks manuscripts that help enrich scholarly understanding of how conditions in Africa help explain the nature, drivers, outcomes and boundary conditions of internationalization behavior of African firms. Studies that examine international business activities of African firms of all sizes (including micro, small and large multinational enterprises) and ownership forms (e.g., state-owned, privately-owned, private-public partnership enterprises) are welcome.

We welcome both conceptual and empirical (quantitative, qualitative or mixed method) papers that address the following research questions or topics:

  1. Do African firms exhibit unique internationalization behaviors that can help extent extant IB theory?
  2. What are the motivations for, and outcomes of, Africa-to-Africa internationalization strategy?
  3. Do similar-aged African multinationals internationalize in the same manner as other emerging market or developed economy multinationals?
  4. Do African foreign direct investors emphasize different factors than non-African investors in deciding if and how to invest in Africa?
  5. Do African multi-continental and global players emphasize different factors when investing in Africa than non-African countries?
  6. What are ownership advantages in the context of intra-African Foreign Direct Investment (FDI)? How can internationalizing African firms help broaden the concept of ownership advantages?
  7. How do the springboard and linkage-leverage-learning perspectives apply to internationalizing African firms?
  8. To what extent do colonial heritage influence location decisions of internationalizing African firms? Do regional economic blocs (e.g. Economic Community of West African States) and trade agreements play a role in the international location decisions of internationalizing African firms?
  9. What kinds of resources and capabilities do African firms need to internationalize rapidly?
  10. To what extent can managerial network ties help or hurt internationalization of African firms?
  11. Do rapidly internationalizing African firms perform better than their counterparts that follow a more gradual process of internationalization?
  12. How do institutional conditions in African markets help African firms penetrate and grow in foreign markets with similar conditions?
  13. How do industry-, country-, sub-regional-, regional-specific or firm-specific factors condition the international performance effects of international strategies of African firms?
  14. What role does stakeholder engagement play in the internationalization of African firms?
  15. Can international companies operating in African markets enhance their performance by being good corporate citizens? Does commitment to corporate social responsibility (CSR) and sustainability initiatives translate into positive financial results in Africa? What factors moderate the impact of CSR and sustainability strategies on performance for internationalizing African firms?

Kindly note that the above listed research questions or topics are in no way exhaustive.

We encourage authors to think about research questions that creatively address the core theme of the special issue call.

Guest Co-Editors:           

Dr. Nathaniel Boso, University of Leeds, UK Prof. Kevin Ibeh, Birkbeck University of London, UK Prof. Amon Chizema, University of Birmingham, UK Dr. Ifedapo Adeleye, Lagos Business School, Nigeria

Guidelines and Submission Information

All manuscripts should be submitted to the special issue at manuscript central at:

http://mc.manuscriptcentral.com/tibr. Authors must follow directions for submission for submitting manuscripts to TIBR, which available at http://onlinelibrary.wiley.com/journal/10.1002/(ISSN)1520-

6874/homepage/ForAuthors.html. It is important for authors to note that all papers submitted to the Special Issue will be subjected to double-blind peer review in accordance with TIBR guidelines. For further information please contact any of the Guest Editors for this Special Issue.

A special paper development workshop will be organized on this theme at the Academy of International Business Sub-Sahara Africa Conference in August 2016 in Lagos, Nigeria.

References

Adeleye, I., Ibeh, K., Kinoti, A. & White, L. (2015). The Changing Dynamics of International Business in Africa. Basingstoke and New York: Palgrave Macmillan.

Babarinde, O. A. (2009). Africa is open for business: A continent on the move. Thunderbird International Business Review, 51(4), 319-328.

Bräutigam, D. & Xiaoyang, T. (2011). African Shenzhen: China's special economic zones in Africa. Journal of Modern African Studies, 49, 1, 27-54.

Ernst and Young (2013). Getting Down to Business: 2013 Attractiveness Survey. Ernst and Young: Emerging Markets Center.

Fukunishi, T. (2009). Has Low Productivity Constrained the Competitiveness of African Firms? A Comparison of Kenyan and Bangladeshi Garment Firms. The Developing Economies, 47(3), 307-339.

Henson, S., Masakure, O., & Cranfield, J. (2011). Do fresh produce exporters in sub- Saharan Africa benefit from GlobalGAP certification? World Development, 39(3), 375-386.

Ibeh, K., Wilson, J., & Chizema, A. (2012). The internationalization of African firms 1995–2011: Review and implications. Thunderbird International Business Review, 54(4), 411- 427.

Kropp, F., Lindsay, N. J., & Shoham, A. (2006). Entrepreneurial, market, and learning orientations and international entrepreneurial business venture performance in South African firms. International Marketing Review, 23(5), 504-523.

Krüger, R. & Strauss, I. (2015) “Africa rising out of itself: The growth of intra-African FDI”, Columbia FDI Perspectives, 139: January 19.

Marzo, F., & Patterson, S. (2010). Africa’s outlook. OECD Observer, 279, 64–65.

McNamee, T., Pearson, M. & Boer, W. (2015) Africans Investing in Africa:

Understanding Business and Trade, Sector by Sector. Basingstoke and New York: Palgrave Macmillan.

Nwankwo, S. (2012). Renascent Africa: Rescoping the landscape of international business.

Thunderbird International Business Review, 54(4), 405-409.

Schwarz, G. and Yellin, J. (2013). Obama in Tanzania, sees Africa as next global economic success. Available online at www.cnn.com/2013/07/01/world/africa/tanzania-obama/index.html?hpt=wo_c2.

Teagarden, M. B. (2009). Sub&#8208;Saharan Africa at a key inflection point. Thunderbird International Business Review, 51(4), 317-318.

Since the 1990s Central and Eastern European (CEE) economies have reached a level of development and openness that allows local firms to operate in foreign markets. Over the past decade, transition economies from CEE have been the fastest-growing host and home region for FDI (UNCTAD, 2014). Although these economies have attracted a huge amount of academic research following their opening in the 1990s, most studies thus far have focused on foreign firms’ operations in these markets and on the difficulties to adapt to a different institutional framework (Gebulda, Meyer and Delios, 2008; Meyer and Su, 2015). Very few studies have analyzed the internationalization of CEE firms. In a recent study on the emerging market firms in fourteen top international management journals from 2000 to 2010, Jormanainen and Koveshnikov (2012) identify only three articles out of fifty on international activities of CEE firms. Existing studies on this topic mostly analyze the international expansion of Russian multinationals (Kalotay and Sulstarova, 2010), or they analyze CEE outward FDI using the Dunning’s Investment Development Path framework (Stoian, 2013). Research on the internationalization motives and the ways CEE firms internationalize remains extremely limited. In addition, performance implications of these firms’ international operations are under-researched.

Expanding research on the internationalization of CEE firms deserves academic interest because these economies have experienced profound changes over the past twenty-five years and a better understanding of the interactions between the institutional context and firm strategy may contribute to theory (Peng, Wang and Jiang, 2008; Kiss, Danis and Cavusgil, 2012; Kafouros and Aliyev, 2015). Indeed, the transition from planned to market-oriented economy has strongly influenced the internationalization processes of firms (Meyer & Peng, 2005; LiPuma, Newbert and Doh, 2013). Moreover, several CEE countries have become members of the European Union (EU) over the last ten years and several others are official candidates. This increased market integration creates new opportunities and threats for CEE firms because it opens new export and investment opportunities through the reduction of transaction costs, but on the other hand it increases competitive pressure and the burden of regulatory harmonization. These on-going transformations are shaping the business environment in the EU and their study is of utmost importance for the European Commission, as illustrated by their inclusion in Horizon 2020, the EU Research and Innovation Programme.    

The special issue solicits theoretical and empirical (quantitative and case-based) articles that contribute to the understanding of the internationalization of CEE firms addressing, but not restricted to, the following range of issues.

  • What are the motives, the determinants, the modes and the speed of entry, the location patterns of the international operations of CEE firms?
  • Which theoretical frameworks can be used to analyze the internationalization of CEE firms?
  • Do the findings on the internationalization of CEE firms challenge existing theoretical frameworks? Why and how?
  •  What are the sectoral specificities of CEE internationalized firms?
  • What is the impact of structural reforms (privatization, restructuration, international openness) on the internationalization of CEE firms?
  • What is the role of the different dimensions of EU membership in the internationalization of CEE firms?
  • Over the last 20 years CEE countries have received a large amount of FDI. How does foreign presence/ownership affect local firms’ internationalization?
  • How does the existing institutional framework shape the internationalization of new ventures in CEE economies?
  • Service sector is less developed in CEE countries. How do CEE service firms internationalize?
  • What is the role of the State in the internationalization of CEE firms? How do State-Owned CEE firms expand abroad?
  • How different are CEE firms from other emerging countries’ firms in terms of international strategies and performances?

References

Gelbuda, M., Meyer, K. E., & Delios, A. (2008). International business and institutional development in Central and Eastern Europe. Journal of International Management, 14(1), 1-11.

Kalotay, K., & Sulstarova, A. (2010). Modelling Russian outward FDI. Journal of International Management, 16(2), 131-142.

Kiss, A. N., Danis, W. M., & Cavusgil, S. T. (2012). International entrepreneurship research in emerging economies: A critical review and research agenda. Journal of Business Venturing, 27(2), 266-290.

Jormanainen, I., & Koveshnikov, P. C. A. (2012). International activities of emerging market firms. Management International Review, 52(5), 691-725.

Kafouros, M., & Aliyev, M. (2015). Institutional development and firm profitability in transition economies. Journal of World Business, doi:10.1016/j.jwb.2015.06.002.

LiPuma, J. A., Newbert, S. L., & Doh, J. P. (2013). The effect of institutional quality on firm export performance in emerging economies: a contingency model of firm age and size. Small Business Economics, 40(4), 817-841.

Meyer, K. E., & Peng, M. W. (2005). Probing theoretically into Central and Eastern Europe: Transactions, resources and institutions. Journal of International Business Studies, 36(6), 600–621.

Meyer, K. E., & Su, Y. S. (2015). Integration and responsiveness in subsidiaries in emerging economies. Journal of World Business, 50(1), 149-158.

Peng, M. W., Wang, D. Y., & Jiang, L. Y. (2008). An institution-based view of international business strategy: A focus on emerging economies. Journal of International Business Studies, 39(5), 920–936

Stoian, C. (2013). Extending Dunning's investment development path: The role of home country institutional determinants in explaining outward foreign direct investment. International Business Review, 22(3), 615-637.

UNCTAD (2014), World Investment Report 2014, UN: Geneva.

Submission Process

Submitted articles should be original contributions and should not be not under review for publication elsewhere at the same time. All papers that pass the preliminary screening will be blind peer-reviewed. Manuscript should be between 4000 and 6000 words in length, inclusive of all text, tables and references. Submitted manuscripts should comply to the format indicated in the submission guidelines on the journal website:

http://emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=ebr

Deadline for submission: December 15, 2015

Notifications to authors: February 15, 2016

Expected publication date: June 2016

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

Internationalization of Higher Education: Towards A Conceptual Framework discusses some of the rationales and approaches to internationalization in higher education. It also includes discussions on potential frameworks that could be used, as well as the meaning of the term "internationalization." Available in PDF. 

Volume 1. Strategy and operations of foreign firms in Russia

Volume 2. Internationalization process of Russian firms

Special Issue Editor: Andrei Panibratov (Saint Petersburg State University, Russia)

Internationalization of emerging markets is not brand new phenomenon, with many economies (such as Brazil, India, Kazakhstan, Poland, South Korea and many others)  being successfully integrated in the global business environment. The economic development in these countries is based on the intensive presence of foreign companies in these countries markets, and also strongly affected by international trade and investment projects of firms from these economies.

Russia, in contrast with these countries, is late-internationalizer, due to the delayed economic development and political constrains remaining from the time of the Soviet Union. As a consequence, western firms first established their operations in the markets of Eastern Europe, bringing capitals and technologies and investing in the infrastructure and institutions, which led to the more advanced economic position of many east-European economies compared to Russia (Filippov & Duysters2011).

The internationalization record of Russia is also characterised by the limited amount of Russian multinational enterprises (MNEs), outward foreign direct investments (OFDI) targeting mostly tax havens, weak knowledge base of Russian firms with international operations, and modest advantages of Russian MNEs over their global counterparts. Nevertheless, the interest of foreign investors in Russia has always been high. The immediate reaction of Western firms to the fall of the communism resulted in a waterfall of investment and trade projects from Europe and the USA to Russia (Wright et al. 2002). After the stabilization of the investment climate, in the early 2000s, global companies further increased not only amount but also the scale of their investment projects, with several ‘mega-deals’ in the energy sector. Even facing obstacles such as global financial crisis in 2008 and sanctions in 2014, the interest of western enterprises in Russia remained relatively high (WIR 2016).

Recent developments of the Russian economy and institutions have also initiated a new wave of outward investments from Russia and increased the international involvement of Russian firms. This became even more evident with the increased support by the Russian government of various cooperative incentives, e.g., between Russian and Chinese enterprises (Panibratov 2016).

In addition, many traditional patterns of Russia’s internationalization have changed. Being historically based on the exploration and trade in the area of natural resources (from agriculture to petroleum), today international achievements of Russian firms, as well as their ability to overcome liability of foreignness, are more and more explained with the ability to rely on technologies and know-how (Panibratov 2015), and knowledge-based competencies of these firms including human capital development and harvesting of talents (Latukha 2015).

Although the combination of financial and political resources with local approaches to business development is discussed in the context of other emerging economies (Ramamurti 2009), Russian firms create their own, often unique business models, based on the various government attitudes towards Russian firms (Panibratov 2012). This is, in general, more applicable to the large enterprises in strategically important sectors (Mihailova and Panibratov 2012), but is also relevant for more technology-intensive industries such as IT and software (Panibratov and Latukha 2014) due to remaining influence of post-communist legacy on these firms’ operations.

Although some research on internationalization of Russia’s economy and enterprises has been done (Puffer & McCarthy 2011), the literature remains modest. The existing gap can be addressed by topics such as business strategy, competitive advantages, knowledge and innovations, and political capital – as of foreign firms in Russia, and as of Russian firms abroad.  

This Special Issue, hence, provides the opportunity to present two perspectives – inward and outward internationalization – of Russia. Potential research questions that could be answered in this Special Issue are:

  • How multinational firms from advanced economies adjust their competitive advantages for expansion in Russia, what is the cost of this adaptation?
  • What capabilities of multinational firms cannot be successfully implemented in Russia, and how does this influences these firms’ competitive position?
  • What are the specifics of the knowledge acquisition, exploitation, and dissemination between headquarters and subsidiaries of Western firms in Russia, and of Russian firms abroad?
  • To what extent the experience of pioneers-multinationals in Russia generated a learning advantage over other foreign firms in the current economic and geo-political situation?
  • How does the process of switching from natural-resources to technologies-driven expansion define internationalization of Russian firms at country-, industry- and firm-level?
  • What are the determinants of Russian firms’ strategy abroad? What are the origins and explanations?
  • What is the role of home country institutions in the internationalization of Russian firms?
  • What are the effects of liability of foreignness for Russia’s inward and outward investments? What are the consequences of the country of origin effect? What are the specifics of ‘being Russian’ liability?
  • What is the role of political capital in the internationalization of Russian firms?
  • How strategies of multinational firms originating from Russia help to broaden the IB theory?

Deadlines, Submission Guidelines and SI Editor Information

Submissions to the Special Issue must be submitted through the WJEB website. The deadline for submissions is March 1, 2017. No late submissions will be accepted. The preference is made for submissions establishing a debate consistent with the literature cited below. Please indicate that your submission is to be reviewed for the Special Issue onInternationalization of Russian economy and firms: inward and outward perspective.

Papers will be blind peer-reviewed. We will make initial editorial decisions by June, 2017.

For questions about the special issue, please contact Andrei Panibratov (panibratov@gsom.pu.ru)

Indicative literature consistent with the theme of Volume 1 – Strategy and operations of foreign firms in Russia

Kouznetsov, A. (2009). Country conditions in emerging markets and their effects on entry mode decisions of multinational manufacturing enterprises: Evidence from Russia. International Journal of Emerging Markets, 4(4): 375-388.

Latukha, M, Doleeva, A., Järlström, M., Jokinen, T, & Piekkari, R. (2016). Does corporate language influence career mobility? Evidence from MNCs in Russia. European Management Journal, Published online 13 January 2016.

Mihailova, I. (2015). Outcomes of learning through JVs for local parent firms in transition economies: Evidence from Russia. Journal of World Business, 50(1): 220-233.

Panibratov, A. (2014). Developing brand awareness via social networks as a new sprout of global firms’ strategy on the Russian market, Journal of Euromarketing, Special Issue ‘Branding as a Lever of Competitiveness in the Bigger Europe’, 23(1-2): 37-56.

Panibratov, A. (2009). Internationalization process of Russian construction industry: Inward investments perspective. Journal for East European Management Studies, 2: 210-228.

Panibratov, A. (2016). Unraveling the IJV rationale in emerging markets: The case of multinational enterprises in the Russian construction industry. Journal of East-West Business, 22(2): 97-117.

World Investment Report. (2016) Investor Nationality: Policy Challenges. United Nations publication. Geneva: UNCTAD.

Wright, M., Filatotchev, I., Buck, T. and Bishop, K. 2002. Foreign partners in the former Soviet Union. Journal of World Business, 37(3): 165-179.

Indicative literature consistent with the theme of Volume 2 – Internationalization processes of Russian firms

Dikova, D., Panibratov, A., Veselova, A., & Ermolaeva, L. (2016). The joint effect of investment motives and institutional context on Russian international acquisitions, International Journal of Emerging Markets, 2016, 11(4): 674-682.

Filippov, S. & Duysters, G. (2011). Competence-building in foreign subsidiaries: The case of new EU member states, Journal for East European Management Studies, 16(4): 286-314.

Kalotay, K. & Panibratov, A. (2013). Developing competitive advantages of Russian multinationals through foreign acquisitions, in P.J. Williamson, R. Ramamurti, A. Fleury and M.T.L. Fleury (eds.) The Competitive Advantage of Emerging Market Multinationals. Cambridge University Press, New York: 220-238.

Kalotay, K. & Sulstarova A. (2010). Modeling Russian outward FDI. Journal of International Management, 16: 131-142.

Kalotay, K. (2005). Outward foreign direct investment from Russia in a global context. Journal of East-West Business, 11(3/4): 9-22.

Kuznetsov, A.V. (2012). The development of Russian multinational corporations. International Studies of Management and Organization, 41(4): 34-50.

Latukha, M. (2015).Talent management in Russian companies: domestic challenges and international experience. The International Journal of Human Resource Management, 26(8), 1051-1075.

Michailova, S., McCarthy, D.J. & Puffer, S.M. (2013). Russia: As solid as a BRIC? critical perspectives on international business, 9(1/2):5-18.

Mihailova, I. & Panibratov, A. (2012). Determinants of internationalization strategies of emerging market firms: A multilevel approach. Journal of East-West Business, 18(2): 157-184.

Mihailova, I., Shirokova, G., and Laine, I. (2015). New venture internationalization from an emergent market: Unexpected findings from Russia, Journal of East-West Business, 21(4): 257-291.

Panibratov, A. & Latukha, M. (2014).Obtaining international results through partnerships: Evidence from Russian MNEs in the IT sector. Journal for East European Management Studies, 19(1): 31-57.

Panibratov, A. (2015). Liability of foreignness of emerging market firms: the country of origin effect on Russian IT companies. Journal of East-West Business, 21(1): 22-40.

Panibratov, A. (2016). Home government influence on Russian MNEs: Balancing control against interest. International Journal of Emerging Markets, 11(4): 1746-8809.

Panibratov, A. (2012). Russian multinationals: From regional supremacy to global lead. Routledge, London, U.K.

Puffer, S.M., & McCarthy, D.J. (2011). Two decades of Russian business and management research: An institutional theory perspective. Academy of Management Perspectives, 25(2): 21-36.

Ramamurti, R. (2009). What have we learned about emerging-market MNEs? in R. Ramamurti and J.V. Singh (eds.) Emerging Multinationals in Emerging Markets. Cambridge University Press, Cambridge: 399-426.

Internationalization process and strategies has been a popular topic among international business researchers for some time. However, most of these studies deal with manufacturing firms and research on internationalization of service industry firms is rather scarce. At the same time, in the last decade, middle and upper income countries are experiencing a process of transformation by which services account for an increasing share of employment, international trade and FDI. In this sense, service industry firms have been most active in internationalizing their operations. Services sector firms now represent the largest share of global FDI flows accounting for 62% of world inward foreign direct investment (FDI) stock in 2006 (UNCTAD 2008).

This process of internationalization has been reinforced by the important outsourcing trend experienced in many value chain activities, the liberalisation of many national and international regulations and the creation and development of new service firms, based on telecommunication and information technologies, in an international framework (Sanchez and Pla-Barber, 2006). However, the heterogeneity of services implies considerable differences between sub-sectors in a range of factors including competitiveness and patterns of geographical distribution and internationalization. Therefore there is a need to investigate variables and models that go beyond those drawn from traditional empirical work focusing on the manufacturing sector. Moreover, services and manufacturing is becoming intertwined meaning that proportion of services even in manufactured goods is increasing and becoming more tangible. Most manufactured goods now contain a major proportion of service element. In the last decade or so many Western firms have moved their service components or operations to emerging markets to achieve cost benefits or other types of efficiencies (Buckley & Ghauri 2004). 

This special issue therefore, focuses on the changing nature of the firm and looks particularly on the internationalization of services firms. A number of studies point out the special nature of services firms and the location implications of globalization that may influence the future flows of FDI and their impact on economies and industries (Ahroni 1996; Buckley and Ghauri 2004 and Pla-Barber, Sanchez and Madhok, 2010).

Subject coverage   
Potential topics include, but are not limited to:

  1. The process of internationalization of service sector firms
  2. Decisions regarding commitment and control in different services industries
  3. Entry strategies of Western firms into emerging markets in services sector
  4. Entry strategies of Emerging market firms into Western markets in service sector
  5. FDI flows in service sector
  6. The impact of FDI, particularly in service sector, on home and host economies.
  7. Internationalization of different sectors, such as; banking, retailing, healthcare, hospitality,      consulting and education
  8. Reconfiguration of sectors and resources at different locations
  9. Knowledge flows between international services firms
  10. Strategies of outsourcing/offshoring in the service industry firms
  11. The impact of national and regional policies to foster services firms internationalisation.

Notes for Prospective Authors
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. All papers are refereed through a peer review process. A guide for authors and other relevant information for submitting papers are available on the Journal web page.

Important Dates
The deadline for submission is: May 31, 2011
Publication date: May, 2012

Editors and Notes
You may send one copy in the form of a PDF file attached to an e-mail (details in Author Guidelines) to the following:

Professor José Pla-Barber
Faculty of Economics
University of Valencia
46120. Valencia (Spain)
Phone: +34 963828917
Fax: +34 963828333
E-mail: jose.pla@uv.es

Professor Pervez Ghauri
King’s College London
150 Stamford Street
London SE1 9NH, UK
Phone: +44-20-7848 4122
Fax: +44-20-7848 4639
E-mail: Pervez.ghauri@kcl.ac.uk

Please include in your submission the title of the Special Issue.            

Submission deadline: January 31, 2018

Submissions open: January 1, 2018.

Guest Editors:

  • Ilan Alon
  • Roy Mersland
  • Trond Randøy
  • Oded Shenkar
  • Martina Musteen (Supervising Editor)

Across the globe, social enterprises, sometimes called hybrid organizations, are receiving increased public and academic attention (Wang et al, 2015; Battilana and Dorado, 2010). Whether organized as a for-profit firm or a non-profit organization, a social enterprise operates with two logics: To be financially self-sufficient, or sustainable, and to achieve a socially desired outcome (Sharir and Lerner, 2006; Miller et al., 2012). These can include solutions to homelessness (McKenna, 2013), improved quality of life and inclusion for the disabled population (Wang et al., 2015) or better treatment for those suffering from diseases, such as tuberculosis (Lönnroth et al., 2007). Many different definitions for social enterprises have been proposed over the years (summarized by Zahra et al., 2009). We define and differentiate social enterprises on three dimensions:

  1. Social enterprises pursue a “double” bottom line (economic and social betterment).  Among the primary goals of a social business is social value creation, that is, addressing or solving a social problem, sometimes at the expense of profits.
  2. Unlike philanthropic organizations depending on donations and symbolic CSR-related activities depending on discretionary corporate philanthropy, social enterprises need to be financially sustainable. This means that these enterprises need to earn their income by providing the market place with products and services, and do so at a price that recoups the cost at, or below, the prevailing market price. At a minimum, they need to survive and, under ideal condition, grow and expand. 
  3. Social enterprises fill institutional voids at the local, national and global level.  They commonly provide services, or goods, that are either unavailable or lacking through the public or private sectors. 

We see that ontological and epistemological gaps exit in the research on international social enterprises.  There is no consensus on how the performance of social enterprises should be studied (Mair and Martí, 2006), including the trade-offs between social goals and financial goals (Mersland, et al. 2011; Randøy et al, 2015).  Although Zahra et al. (2008) highlighted a lack of research on social enterprises, we still observe that researchers have not yet adequately addressed social enterprise issues with empirical studies and much of the current research on social enterprises is in the form of descriptive case studies (e.g., Wang et al. 2015).

Social enterprises often operate across different countries and contexts or have partners from different institutional settings. The literature on social enterprises, particularly as an international phenomenon, is underdeveloped (Sharir and Lerner, 2006) and we see a need to explicitly examine multinational, cross-border and comparative orientations of these kinds of enterprises. Social enterprises are prevalent in both developed and developing country contexts (Mair and Marti, 2006; Wang et al, 2015).  While many social enterprises originate in the developed world, others, such as Bangladesh’s BRAC, dedicated to alleviating poverty, have emerged out of developing countries.  Yet, cross-country comparative research is rare (Kerlin, 2012) and, as a result, a comprehensive understanding of the phenomenon is lacking.  This special issue provides an opportunity to introduce the social enterprise phenomenon into the international business literature, in an effort to upgrade and cross-fertilize the two research streams. We highlight that research on social enterprises in relation to their conceptualization (Carraher, Welsh and Svilokos, 2016), drivers (Méndez-Picazo et al., 2015), internationalization process (Zhara et al., 2008), placement (Mair and Schoen, 2007) modes of entry (Wang et al., 2015), and impacts (Mersland et al., 2011) is still underexplored and provide the underlying motivation for this Special Issue.

The internationalization of social enterprises is driven by a number of factors, including global wealth disparity, corporate social responsibility, market failures, technological advances and shared responsibility efforts (Zahra et al., 2008). Their international expansion is commonly driven by the global nature of the problem addressed, such as health services, and the lack of available local or national resources. The rapid growth of social enterprises is further fueled by a significant increase in the capital mobilized by so-called impact investment funds, i.e. funds that typically invest in social enterprises. For example, a recent report by J.P. Morgan and The Global Impact Investing Network indicate that 8 billion US dollars were committed to impact investments in 2012 and an additional 9 billion US dollars in 2013. 

The internationalization of social enterprises takes different forms.  Some social enterprises are born global, such as CURE, an Ohio-based non-profit dedicated to the treatment of childhood cancer in China, and Lifenet International, based in Florida and dedicated to provide quality and sustainable healthcare to the poor in sub-Saharan Africa.  Others follow an incremental and gradual internationalization, such as Dialogue in the Dark, which started in Germany and expanded slowly to more than 40 countries. 

Social enterprises are important to public policy as they address market imperfections and lower the burden on governments.  Thus, there is a growing interest in social enterprises as these may reduce long term public (or private) subsidies (Zahra et al., 2009), and contribute to social change, empowerment, and economic development (Chell, 2007).  Sometimes their internationalization is seen as politically desirable, while at other times they are faced with hostility or mistrust (e.g., Economist, 2014).

Many social enterprises have scalable business models both across countries and across the value chain.  Recent years have seen the emergence of multinational social enterprises (MNSE). For example, Riders for Health enables the delivery of healthcare services through vehicle fleets and operations across more than 10 countries in Africa.  The well-known Grameen Foundation operates microfinance institutions across 36 countries and has claimed to help about 10 million of the world’s poor.  Dialogue in Social Enterprises operates three concepts in over 40 countries to facilitate social inclusion of disabled, disadvantaged and elderly people on a global basis.  Numerous social enterprises serve a global need in multiple operating environments using complex organizational structures. Other social enterprises are small and local providing an opportunity for researchers to examine the scalability of these enterprises, on the one hand, and compare these to similar organizations in other locations, on the other hand. 

Several theories have been identified as promising channels for the study of the internationalization of the social enterprises, including cosmopolitanism, pro-social, internalization (Zahra et al. 2008), structuration theory, institutional entrepreneurship, social capital, social movement (Mair and Marti, 2005), sustainability, non-profit, grounded theory (Weerawardena and Mort, 2006), resource-based and network theories (Westhead et al, 2006).

We are seeking conceptual, theoretical and empirical (both quantitative and qualitative) papers that advance the state of knowledge on internationalization of social enterprises. Topics include, but are not limited to:

  • The internationalization process of social enterprises. Do extant theories apply?
  • Typologies of social enterprises and new theory of the multinational social enterprise
  • Scalability of social enterprises across diverse locations
  • Determinants of born global social enterprises
  • Comparative research among social enterprises in developed and developing countries
  • Market selection and modes of entry of social enterprises
  • International networks and stakeholders and their influence on social enterprises
  • The international landscape of impact investors and their influence on social enterprises
  • The trade-off between financial and social performance in international social enterprises
  • The finance of international social enterprises
  • International issues in microfinance, microfranchising, and the “bottom of the pyramid” businesses and related organizations
  • Structure and strategy of international social enterprises
  • Determinants of internationalization of social enterprises, including social mission focused businesses
  • Impact of social enterprises in differing market conditions
  • Entrepreneurial and managerial antecedents of international social networks
  • Internal and external antecedents of international social entrepreneurship

Submission process

Authors should submit complete manuscripts between the 1st and the 31st of January 2018 via the JWB EVISE online submission system at https://www.evise.com/profile/#/JWB/login. To ensure that all manuscripts are correctly identified for consideration for this special issue, it is important that authors select ‘SI: Int. Soc. Entr.’ when they reach the “Article Type” step in the online submission process. Manuscripts should be prepared in accordance with the JWB Guide for Authors available on the journal web page. All submitted manuscripts will be subject to the JWB’s blind review process.

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

References:

Battilana, J. & Dorado, S. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53 (6): 1419-1440

Carraher, S. M., Welsh, D.H.B., & Svilokos, A. (2016). Validation of a measure of social entrepreneurship. European Journal of International Management, 16(4): 386-402.

Chell, E. (2007). Social enterprise and entrepreneurship towards a convergent theory of the entrepreneurial process. International small business journal, 25(1): 5-26.

J.P. Morgan. (2013). Perspectives on Progress: The Impact Investor Survey. J.P.Morgan and Global Impact Investing Network. 1-28.

Kerlin, J.A. (2012). Defining Social Enterprise across Different Contexts: A Conceptual Framework Based on Institutional Factors. Nonprofit and Voluntary Sector Quarterly, 42(1): 84-108.

Lönnroth, K., Aung, T., Maung, W., Kluge, H., & Uplekar, M. (2007). Social franchising of TB care through private GPs in Myanmar: an assessment of treatment results, access, equity and financial protection. Health Policy and Planning, 22(3): 156-166.

Mair, J. & Martí, I. (2006).  Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business, 41(1): 36-44.

Mair, J., & Schoen, O. (2007). Successful social entrepreneurial business models in the context of developing economies: An explorative study. International Journal of Emerging Markets,  2 (1), 54-68.

McKenna, G. R. (2013). Tackling labour market exclusion of homeless people: The role of social enterprise (Doctoral dissertation, Middlesex University).

Méndez-Picazo, M. T., Ribeiro-Soriano, D., & Galindo-Martín, M. Á. N. (2015). Drivers of social entrepreneurship. European Journal of International Management,  9 (6): 766-779.

Mersland, R., Randøy, T. & Strøm, R. Ø. (2011). The impact of international influence on microbanks’ performance: A global survey. International Business Review, 20 (2): 163-176.

Miller, T.L., Grimes, M.G., McMullen, J.S., & Vogus, T.J. (2012). Venturing for others with heart and head: How compassion encourages social entrepreneurship. Academy of Management Review, 37(4): 616-640.

Randøy, T. Strøm, R. Ø. & Mersland, R. (2015). The Impact of entrepreneur-CEOs in microfinance institutions:  A global survey.  Entrepreneurship Theory & Practice, 39 (4): 927-953.

Sharir, M., & Lerner, M. (2006). Gauging the success of social ventures initiated by individual social entrepreneurs. Journal of World Business, 41 (1): 6-20.

The Economist. (2014) Foreign Funding of NGOs: Donors: keep out. September 11 Issue: http://www.economist.com/news/international/21616969-more-and-more-autocrats-are-stifling-criticism-barring-non-governmental-organisations?zid=292&ah=165a5788fdb0726c01b1374d8e1ea285

Wang, H., Alon, I., & Kimble, C. (2015). Dialogue in the dark: Shedding light on the development of social enterprises in China. Global Business and Organizational Excellence, 34(4): 60-69.

Weerawardena, J., & Mort, G. S. (2006). Investigating social entrepreneurship: A multidimensional model. Journal of World Business, 41(1): 21-35.

Westhead, P., Wright, M., & Ucbasaran, D. (2002). International market selection strategies selected by ‘micro’and ‘small’firms. Omega, 30(1): 51-68.

Zahra, S. A., Gedajlovic, E., Neubaum, D. O., & Shulman, J. M. (2009). A typology of social entrepreneurs: Motives, search processes and ethical challenges. Journal of Business Venturing, 24(5): 519-532.

Zahra, S. A., Rawhouser, H. N., Bhawe, N., Neubaum, D. O., & Hayton, J. C. (2008). Globalization of social entrepreneurship opportunities. Strategic Entrepreneurship Journal, 2(2): 117-131.

Research Data

Research data forms the backbone of research articles and provides the foundation on which knowledge is built.  Researchers are increasingly encouraged, or even mandated, to make research data available, accessible, discoverable and usable.  Although not mandatory, the journal encourages authors to submit their data at the same time as their manuscript. Further information can be found at:

 https://www.elsevier.com/authors/author-services/research-data

https://www.researchgate.net/publication/320198132_Editorial_at_International_Journal_of_Export_Marketing_Vol_1_No_4

Guest editors of International Journal of Export Marketing (IJEXPORTM) Dr. Tiia Vissak, Senior Researcher and Dr. Dafnis N. Coudounaris, Associate Professor, both from the University of Tartu,

School of Economics and Business Administration, invite you to submit a contribution to the Special Issue 1 2018.

Important dates for your submission: Manuscripts due by: 1st February 2018, Notification to authors: 15th June 2018, Final versions due by: 30th September 2018.

Description [aims/objectives/content/readership/etc.

Aims and objectives: This special issue aims to investigate Central and Eastern European firms’ internationalization opportunities after Brexit and leading Chinese multinationals’ recent entry to Europe. Studies on export activities, export barriers and export motives of born globals/international new ventures and other types of internationalizers, and also CEE firms’ foreign direct investments, international joint ventures, mergers and acquisitions, and divestments are welcome. They can be conceptual or based on quantitative, qualitative or mixed methods. Studies based on data from more than one CEE country are especially welcome.        

Subject Coverage

  Topics include, but are not limited to, the following:

  •   Business opportunities and impediments arising from Brexit
  • Business opportunities and impediments arising from Chinese multinationals’ entry to CEE
  • Business opportunities and impediments arising from other changes in CEE firms’ economic environment
  • CEE firms’ export performance
  • CEE firms’ export motives and barriers
  • CEE exporters’ de- and re-internationalization (foreign market exits and re-entries
  • Born globals established in CEE
  •  Other internationalizers established in CEE
  • Immigrant and re-migrant entrepreneurship in CEE
  • The impact of network relationships on CEE firms’ internationalization
  • The impact of ownership change on CEE firms’ internationalization
  • Foreign direct investments by CEE firms
  • International joint ventures in CEE
  • Mergers and acquisitions in CEE
  • Factors causing CEE firms’ divestment decisions    

Notes for Prospective Authors:

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

All papers are refereed through a peer review process. All papers must be submitted online. Please read our information on submitting articles

If you have any queries concerning this special issue, please email the Guest Editors at tiia.vissak@ut.ee and dafnis.coudoounaris@ut.ee

IJEXPORTM has a rigorous review process and it has already gained international recognition in different international lists i.e. Finnish list (JUFO 1 Level), Norwegian List ( Scientific 1 Level)

and USA List ( Cabell’s directory). Other lists are on the way to evaluate IJEXPORTM.

IJEXPORTM will apply to the SCOPUS List and the Emerging List of Web of Science during 2018.

The editorial board of IJEXPORTM consisting of 49 top scholars together with another 30 ad-hoc reviewers handle the review process.

Introduction

After more than two decades of research on the internationalization of small firms and new ventures, the literature characterizes several stereotypical patterns (or paths or pathways) of SME internationalization with respect to timing of entry, geographic range and intensity of commitment to foreign markets. These international patterns are the focus of this special issue.

Within the field of international marketing, the origin of literature on internationalization patterns is the notion of “stage models'', which characterize internationalization as an incremental and linear trajectory, during which firms progress from limited exploration of international markets through various stages of increasing commitment as they learn and gather resources (e.g. Johanson and Wiedersheim-Paul, 1975; Johanson and Vahlne, 1977, 2009). This incremental model describes one possible internationalization path. 

The phenomenon of “born-global'' firms or other types of international new ventures, in which firms commit to international markets soon after founding, is frequently posited as a challenge to traditional stage models (e.g. Oviatt and McDougall, 1994; Knight and Cavusgil, 1996) and may be seen as another internationalization path. From an international marketing perspective the choice between these two ends-of-the continuum is clear: a firm either concentrates first on a few markets and conducts marketing activities in those markets, or rapidly diversifies into a large number of markets and conducts marketing activities in all of them (Mas et al., 2006).

However, internationalization is more complicated than a simple process of market selection: the level of internationalization does not necessarily steadily increase. Firms can retrench or “de-internationalize'' (see Benito and Welch, 1997), they can internationalize rapidly after a long period of domestic focus (see Bell et al., 2001), and there may be several episodes of internationalization that eventually emerge as a long-term pathway of internationalization (see Jones and Coviello, 2005). The longitudinal development of internationalizing SMEs, and the performance implications of different internationalization pathways, is under-researched. Zahra and George (2002), for example, in their review focusing on international entrepreneurship, pose the question of “What happens after the internationalization?'' and conclude that only a few studies look at this issue. There is still a paucity of empirical research on whether accelerated internationalization (or some other internationalization path) does, in fact, play a role in determining long-term survival, success and/or growth. The few studies that have been conducted often report findings that are contradictory or ambiguous (e.g. Bloodgood et al., 1996) or are based on small samples (e.g. Gabrielsson et al., 2008).

Consequently, the objective of this special issue is to present studies that explicitly deal with the internationalization patterns (or paths/pathways) of internationalizing SMEs (e.g. international new ventures, born-global firms, born-again global firms), and to consider the antecedents and consequences/performance outcomes of internationalization patterns. 

Research questions

  • Manuscripts are solicited on topics related to the issues described above and including:
  • Longitudinal studies focusing on internationalization patterns, paths and pathways of SMEs, born-global firms, international new ventures and born-again globals
  • Modeling and describing internationalization patterns, paths and pathways 
  • Typologies of internationalization paths
  • Studies which focus on time and internationalization patterns, paths and pathways
  • Studies that compare the characteristics and performance of SMEs that follow different internationalization paths/pathways
  • Studies focusing on phases of firms' international development and the growth of SMEs
  • Studies focusing on which ways the path/pathway influences the performance of the firm
  • Studies focusing on long-term outcomes of “born-globalness'' (and/or other international paths/pathways)
  • Contributions to methodology for research on patterns, paths and pathways of internationalizing SMEs
  • Multi-country comparative studies of internationalization patterns
  • Marketing strategy implications of international pathways
  • Internationalization pathways and strategic flexibility
  • Causes of/antecedents to internationalization pathway choice
  • Requirements for successful internationalization via alternative pathways
  • Contingency models of internationalization pathways
  • Different internationalization pathways and the global recession.

Authors are not limited to these topics. Both conceptual and empirical papers are welcome. 


Guidelines for submissions

All papers will be subjected to double-blind peer review. Author guidelines for prospective contributors are available at: www.emeraldinsight.com/imr.htm 

Papers should be submitted via the Manuscript Central online submission system: http://mc.manuscriptcentral.com/imrev (select the correct special issue from the drop-down menu during submission).

For more information, or to discuss the potential fit of your research with the theme of the special issue, contact Olli Kuivalainen: olli.kuivalainen@lut.fi  

Traditionally, international business was mainly the domain of large, well-resource endowed multinational enterprises (MNEs). This was largely due to the fact their entrepreneurial counterparts have far fewer financial, human, and tangible resources, and suffer from liability of newness. Recently, we have witnessed more small and medium sized enterprises (SMEs) build sufficient capabilities to go global at early stages. In some cases we see entrepreneurial firms with distinctive characteristics that emerge at the international level from inception (born global). SMEs are more than ever able to address resources and legitimation issues, which are needed for international expansion and which are at the core of their survival.

This volume of Technology, Innovation, Entrepreneurship and Competitive Strategy is devoted to research aimed at understanding the environment in, both the home and host countries that facilitates the emergence of Born-Global organizations, the fostering of internationalization activity of new ventures and SMEs and the entrepreneurial actions and inclinations of these firms’ founders that lead them to enter the international arena at an early stage. We seek papers that explore how such organizations are able to overcome the liability of newness and lack of resources and engage in international activities.

Research topics might include but are not limited to studies that offer insights into the Internationalization strategies of new ventures, born global firms and SMEs; performance implications of the internationalization of new ventures, SMEs and Born-Global firms; factors that lead to greater success of Born Global firms; and the learning processes associate with international capabilities of such firms.

We welcome contributions that tackle these and related issues from a variety of theoretical and empirical perspectives. Contributions to this TIE-CS volume may take a range of forms, may focus on different levels of analysis, and may employ both quantitative and qualitative approaches.

Submission Guidelines:  All papers submitted must represent original research not previously published elsewhere. Depending on the scope that you wish to present, the chapter should be approximately 30-40 double-spaced pages including any illustrations, figures, tables and graphs. References to other publications must be in APA 6th Edition reference style. All copy-edited submissions will be subject to review and editorial decisions.

For questions regarding the content of this TIE-CS volume, the editorial process, or to submit a paper, please contact: Barak Aharonson (aharonson@tau.ac.il) or Uriel Stettner (urielste@tau.ac.il)

See more at: http://www.emeraldgrouppublishing.com/products/books/series.htm?id=1479-067X&PHPSESSID=92gib321opr5g2i52e4nkmb9t6#news

Internationalizing Community Colleges: Barriers and Strategies by Madeleine F. Green, former vice president of international initiatives at the American Council on Education, identifies what makes internationalization a basic component of a community college and what some of the barriers to internationalization are. This article is only available in PDF.

Intopia, Inc. focuses on international business strategy and the consequent challenges to integrate functional, regional/cultural, and product areas of the multinational corporation. Key features include negotiation and networking, insourcing and outsourcing, the value chain, and logistical and currency issues. The setting is high-tech products (chips and PC) in both the consumer and industrial markets of Brazil, the European Union, and the United States. Special features include entrepreneurship and global events scenarios. The game can be customized through flexible parameters.

Department of Management at Ipek University, Ankara, Turkey invites applications for faculty position in Management and Organization beginning September 2016.

Strong candidates in all areas of Management and Organization will be considered. The Department gives heavy emphasis on research and teaching excellence. The salary, teaching loads, and other types of support are competitive. Candidates at the rank of Associate or Full Professor must have attained international recognition in the field of Management and Organization by publishing in high-quality journals. The medium of instruction at Ipek University is English. Applicants should hold or firmly expect a Ph.D. degree by September 2016 from a reputable program.

Applicants applying at the rank of Assistant Professor should submit a cover letter, curriculum vitae, portfolio of research papers and three letters of reference. More senior applicants should include a cover letter and curriculum vitae. Interviews will be conducted at the Academy of Management Conference in Vancouver, Canada during August 2015.

More information about Ipek University is available at http://www.ipek.edu.tr/en-US

The review of applications will begin immediately and will continue until the positions are filled. Application materials should be sent via email to: mgmt.@ipek.edu.tr

Expatriate compensation is often regarded as a key component of effective international assignment management (Bonache & Fernandez, 1997; Harvey & Moeller, 2009), yet it has long been a source of frustration for many multinational companies (MNCs) (Chen, Choi, & Chi, 2002; Foote, 1977; Harvey, 1993; Suutari & Tornikoski, 2001). Compensating expatriates is undoubtedly complex, complicated by fluctuating exchange rates, inflation, challenging locations in emerging markets, variable income tax rates, and a range of new compensation practices (Dwyer, 1999; Phillips & Fox, 2003). A survey by Ernst & Young (2010) found that 67 percent of mobility managers report “compensation packages” as the biggest area where international assignee expectations are not met. Yet prior research suggests that expatriates do not seek or accept international assignments purely for financial reasons (Borstorff, Harris, Feild, & Giles, 1997; Dickmann, Doherty, Mills, & Brewster, 2008). Indeed, there is compelling evidence that expatriates have many non-financial reasons for engaging in global mobility, with career enhancement and progression, seeking a personal or family adventure, and fulfilling a lifelong dream among them (Hippler, 2009; Selmer & Lauring, 2012). Why then is expatriate compensation such a challenge?

A successful compensation strategy involves keeping expatriates motivated while maintaining a competitive advantage through the meeting of MNC corporate goals and budgets (Latta, 1998; Morris, Clark, & Pennings, 1997). There is also the challenge of allaying compensation disparity between expatriates and local employees, which has been identified as a key determinant of dissatisfaction and lower morale among host-country nationals (HCNs) that work directly with international assignees (Leung, Wang, & Hon, 2011). Moreover, the fierce competition for foreign talent has caused issues in executive compensation (Carpenter, Sanders, & Gregersen, 2001), not because it is driving salaries up as one would logically expect, but because it is driving salaries down. Consider, for example, that global mobility bears considerable costs that are prohibitive for many companies, the response to which is to engage in cost-cutting. Whereas in years gone by, MNCs used ‘rich’ compensation packages to create a “home away from home” as an incentive to relocate (predominantly the balance sheet or full package approach; see Sims & Schraeder, 2005 for an overview), the availability of more expatriates willing to accept reduced packages such as local-plus and to localise in the host-country has caused a decline in the need for home-country compensation approaches (McNulty & Aldred, 2013), particularly in Asia (Diez & Vierra, 2013; ORC Worldwide, 2008). Local-plus is an approach in which expatriate employees are paid according to the salary levels, structure, and administration guidelines of the host location, as well as being provided, in recognition of the employee’s foreign status, with special expatriate benefits such as transportation, housing, and the costs of dependents’ education. It is worth noting that not all expatriates on local-plus receive the full range of additional benefits, these being at the discretion of the employing organization and largely determined by the location of the assignment (e.g. hardship versus non-hardship location), among other factors (Stanley, 2009). Thus, while the traditional reasons for needing expatriates (e.g. knowledge and skills transfer, global control and culture, career development) remain valid, more localised and local-plus expatriates now have a level of managerial talent that they can often compete for jobs with “full package” expatriates.

But, there are opportunity costs associated with expatriate compensation as a result of these new approaches: changes in the assignee profile in terms of the types of employees that are willing to engage in global mobility (McNulty & Aldred, 2013); increases in turnover when expatriates leave their job during an assignment and join a competitor (Brookfield Global Relocation Services, 2013); and an increasing number of third-country nationals and self-initiated expatriates that are willing to accept localized employment, thereby reducing MNCs’ reliance on parent-country nationals. Yet, our understanding of these issues is scant, with only a limited number of studies exploring, for example, global versus expatriate compensation approaches (e.g., Gomez-Mejia & Welbourne, 1991; Salimaki & Heneman, 2008), and few studies of an empirical nature (e.g., Harvey, 1993; Leung et al., 2011; Lowe, Milliman, De Cieri, & Dowling, 2002; Stone, 1995; Welch, 1994).

In this special issue, we provide a platform for new approaches to expatriation compensation with a view to extending the very limited knowledge about this under-researched and under-developed, yet highly relevant, topic. We invite submissions focused on any of the following themes, noting this is not an exhaustive list and other topics are welcome:

  • What are new approaches to expatriate compensation? What are the drivers for their implementation?
  • How important is expatriate compensation to expatriates? What are the “hygienic” versus “motivator” factors pertaining to expatriate compensation? What is really “important” to (a) MNCs, and (b) expatriates?
  • What are the implications of the rapid increase in “local-plus” and other host-based packages such as localization? In what regions of the world are these compensation approaches taking hold, and why?
  • How can managers deal with expatriates’ compensation concerns and develop packages that motivate and reward for optimum return in terms of ROI, assignee satisfaction, and global performance success?
  • What are the advantages and disadvantages of traditional versus new approaches to expatriate compensation?
  • How should the various types of assignees be compensated (i.e., PCNs, TCNs, SIEs, among others)? What are the implications arising from differences in compensation approaches among different types of assignees?
  • To what extent are changes to compensation and the process through which companies manage compensation as important as the remuneration itself?
  • What implications arise when expatriates are transitioned from “legacy” (i.e., initially deployed) compensation plans to new approaches?
  • Should compensation approaches be different for male versus female expatriates?  For parent country nationals versus third country nationals? For traditional versus non-traditional expatriates? For inter-regional versus intra-regional assignees?
  • How do expatriate compensation policies and practices affect host country nationals?
  • When expatriates receive reduced compensation packages such as local-plus, do career benefits as a form of non-financial compensation mitigate salary losses?

Submission Process and Timeline

To be considered for the special issue, manuscripts must be submitted no later than 30 April, 2015, 5:00pm Eastern Standard Time. Papers may be submitted prior to this deadline as well. We welcome quantitative, qualitative (including case studies) and conceptual papers that provide unique insights into expatriate compensation and its practice. Findings and/or conceptualizations should have theoretical and policy implications, and seek to inform management practice. The editors of the Special Issue will be pleased to discuss initial ideas for papers via email.

Submitted papers must be based on original material not under consideration by any other journal or publishing outlet. The editors will select up to 5 papers to be included in the special issue, but other submissions may be considered for other issues of the journal. All papers will be subject to a double-blind peer review in accordance with the journal guidelines and will be evaluated by at least two reviewers and a special issue editor. The final acceptance is dependent on the review team’s judgments of the paper’s contribution on four key dimensions:

  1. Theoretical contribution: Does the article offer novel and innovative insights or meaningfully extend existing theory in the field of global mobility?
  2. Empirical contribution: Does the article offer novel findings and are the research design, data analysis, and results rigorous and appropriate in testing the hypotheses or research questions?
  3. Practical contribution: Does the article contribute to the improved management of global mobility?
  4. Contribution to the special issue topic.

Authors should prepare their manuscripts for blind review according to the Journal of Global Mobility author guidelines, available at www.emeraldinsight.com/jgm.htm. Please remove any information that may potentially reveal the identity of the authors to the reviewers. Manuscripts should be submitted electronically at: http://mc.manuscriptcentral.com/jgmob. Authors should select the special issue title New Perspectives on Expatriate Compensation from the drop down menu.

For enquiries regarding the special issue please contact either of the two Guest Editors, Yvonne McNulty at ymcnulty@expatresearch.com or Michael Harvey at mharvey@bus.olemiss.edu.

References

Bonache, J., & Fernandez, Z. 1997. Expatriate compensation and its link to the subsidiary strategic role: A theoretical analysis. International Journal of Human Resource Management, 8(4): 457-475.

Borstorff, P., Harris, S., Feild, H., & Giles, W. 1997. Who'll go? A review of factors associated with employee willingness to work overseas. Human Resource Planning, 20(3): 29-40.

Brookfield Global Relocation Services. 2013. Global relocation trends survey report. Woodridge, IL.

Carpenter, M. A., Sanders, W. G., & Gregersen, H. B. 2001. Bundling human capital with organisational context: the impact of international assignment experience on multinational firm performance and CEO pay. Academy of Management Journal, 44(3): 493-511.

Chen, C., Choi, J., & Chi, S. 2002. Making justice sense of local-expatriate compensation disparity: mitigation by local references, ideological explanations, and interpersonal sensitivity in China-foreign joint ventures. Academy of Management Journal, 45(4): 807-817.

Dickmann, M., Doherty, N., Mills, T., & Brewster, C. 2008. Why do they go? Individual and corporate perspectives on the factors influencing the decision to accept an international assignment. International Journal of Human Resource Management, 19(4): 731-751.

Diez, F., & Vierra, K. 2013. Why companies in Asia are changing their approach to pay, WorldatWork. Scottsdale, AZ: WorldatWork.

Dwyer, T. 1999. Trends in global compensation. Compensation and Benefits Review, 31(4): 48-53.

Ernst & Young. 2010. Global Mobility Effectiveness Survey. London, UK.

Foote, M. R. 1977. Controlling the cost of international compensation. Harvard Business Review, 55(6): 123-132.

Gomez-Mejia, L., & Welbourne, T. 1991. Compensation strategies in a global context. Human Resource Planning, 14(1): 29-41.

Harvey, M. 1993. Empirical evidence of recurring international compensation problems. Journal of International Business Studies, 24(4): 785-799.

Harvey, M., & Moeller, M. 2009. Expatriate managers: A historical review. International Journal of Management Reviews, 11(3): 275-296.

Hippler, T. 2009. Why do they go? Empirical evidence of employees' motives for seeking or accepting relocation. International Journal of Human Resource Management, 20(6): 1381-1401.

Latta, G. W. 1998. Expatriate incentives: beyond tradition. HR Focus, 75(3): S3.

Leung, K., Wang, Z., & Hon, A. H. Y. 2011. Moderating effects on the compensation gap between locals and expatriates in China: A multi-level analysis. Journal of International Management, 17(1): 54-67.

Lowe, K., Milliman, J., De Cieri, H., & Dowling, P. 2002. International compensation practices: A ten-country comparative analysis. Human Resource Management, 41(1): 45-66.

McNulty, Y., & Aldred, G. 2013. Local plus: Winning the compensation battle but losing the talent war. Strategic Advisor 4(9): 1-5.

Morris, R. W., Clark, S. W., & Pennings, J. M. 1997. The changing overseas assignment: Managing for competitive advantage. Compensation and Benefits Review, 29(2): 49-56.

ORC Worldwide. 2008. Survey on local-plus packages in Hong Kong and Singapore. New York.

Phillips, L., & Fox, M. 2003. Compensation strategy in transnational corporations. Management Decision, 41(5/6): 465-476.

Salimaki, A., & Heneman, R. 2008. Pay for performance for global employees. In L. Gomez-Majia, & S. Werner (Eds.), Global Compensation: Foundations and Perspectives: 158-168. Milton Park, UK: Routledge.

Selmer, J. & Lauring, J. 2012. Reasons to expatriate and work outcomes of self-initiated expatriates. Personnel Review, 41(5): 665-684.

Sims, R., & Schraeder, M. 2005. Expatriate compensation: An exploratory review of salient contextual factors and common practices. Career Development International, 10(2): 98-108.

Stanley, P. 2009. Local-plus packages for expatriates in Asia: A viable alternative. International HR Journal, 3: 9-11.

Stone, R. 1995. Expatriation remuneration practices: A survey of Australian multinationals. International Journal of Management, 12(3): 364-372.

Suutari, V., & Tornikoski, C. 2001. The challenge of expatriate compensation: The sources of satisfaction and dissatisfaction among expatriates. International Journal of Human Resource Management, 12(3): 389-404.

Warneke, D., & Schneider, M. 2011. Expatriate compensation packages: What do employees prefer? Cross Cultural Management: An International Journal, 18(2): 236-256.

Welch, D. 1994. Determinants of international human resource management approaches and activities: A suggested framework. Journal of Management Studies, 31(2): 139-164.

 

Professor Jan Selmer, Ph.D.

Founding Editor-in-Chief

Journal of Global Mobility (JGM)

The Home of Expatriate Management Research (Emerald)

www.emeraldinsight.com/jgm.htm

Department of Business Administration

School of Business and Social Sciences

Aarhus University

E-mail: selmer@badm.au.dk

Web: http://au.dk/en/selmer@asb.dk

Guest Editors:

            Steve Globerman, Western Washington University, Steven.Globerman@wwu.edu

            Walid Hejazi, University of Toronto, Hejazi@Rotman.utoronto.ca

MBR Special Issues: Is the Global Company in Retreat? – Overview

The January 28, 2017 Issue of the Economist featured two articles focusing on the question of whether multinational firms (MNEs) were declining in importance (“The retreat of the global company”). The stories made several empirical points, each of which has been a familiar theme in the IB literature:

  1. MNEs (defined as firms with more that 30% of sales outside their home region) are performing less well than they did in the past relative to more localized competitors.
  2. Share prices of MNEs are falling relative to non-MNEs
  3. Profits of the largest MNEs in the world have declined over the past 5 years, with foreign profits declining most
  4. Returns-on-equity (ROE) of the largest MNEs are falling, and are lower than non-MNEs
  5. Competition in foreign markets is increasing as local firms become more efficient, particularly in emerging markets, and this lowers profitability in those countries
  6. MNEs are divesting assets abroad, and are thereby becoming less multinational
  7. There are differences across industries and countries, but the overall conclusion is that “multinationals are no longer achieving superior performance”.

These issues have been at the heart of the IB literature over the years. There is a significant literature on whether firm performance increases with multinationality; whether MNEs outperform non-MNEs on a variety of measures; whether subsidiaries of MNEs outperform local competitors; whether MNEs are global or regional; and whether emerging market multinationals (EMNEs) are different from developed country multinationals.

The Economist article challenges us to revisit these issues, and ask whether it is true as an empirical matter that MNEs no longer achieve superior performance. We are therefore announcing a special issue of MBR to address these empirical questions.

Some of the following specific questions are meant to be illustrative guides for paper topics. Variations on these questions are certainly welcome:

  1. Has the value of multinationality changed over time, and is it declining?  
  2. Do MNEs outperform non-MNEs, or do the largest MNEs outperform firms in general? Has the relationship changed in recent years?
  3. Do the subsidiaries of MNEs outperform local competitors in specific markets, and, if so, is the advantage being eroded?
  4. Is there a recent tendency for MNEs to reduce and/or consolidate their foreign operations, and if so, does this phenomenon decrease their global presence?
  5. Does the recent performance of MNEs from developed countries differ from the performance of those from developing countries, and in particular from China? 
  6. Have MNEs enjoyed more success in some geographical regions than in others and, if so, why?
  7. Have the regional strategies of MNEs highlighted by Alan Rugman’s work become less successful or less prominent in recent years?

We are seeking empirical contributions that address these questions to be published in a special issue of MBR. Consistent with our commitment to publishing papers that explore current concerns in a timely manner, and consistent with our commitment to publish replication and exploratory studies, we are soliciting papers that are purely empirical in nature, and that build on the existing literature to answer the questions above.

There is an extensive empirical literature from which to draw background on these questions. See, for example,

  1. T. Agmon and D. Lessard (1977), “Investor Recognition of Corporate International Diversification”, Journal of Finance, 32 (4): 1049-1055
  2. H. Berry (2006), “Shareholder Valuation of Foreign Investment and Expansion”, Strategic Management Journal, 27: 1123-1140.
  3. S. Douglas and C. Craig (1983), “Examining Performance of U.S. Multinationals in Foreign Markets”, Journal of International Business Studies, 14 (3): 51-62
  4. L. Games and K. Ramaswamy (1999), “An Empirical Examination of the Form of the Relationship between Multinationality and Performance”, Journal of International Business Studies, 30 (1): 173-188
  5. L. Li (2007), “Multinationality and Performance: A Synthetic Review and Research Agenda”, International Journal of Management Reviews, 9 (2): 117-139
  6. A. Michel and I. Shaked (1986), “Multinational Corporations versus Domestic Corporations: Financial Performance and Characteristics”, Journal of International Business Studies, 17 (3): 89-100
  7. T. Osegowitsch and A. Sammartino (2008), “Reassessing (Home-) Regionalisation”, Journal of International Business Studies 39 (2): 184—196

Submission Details

  •   We are encouraging the submission of relatively short (6000 words) papers that are both concise and rigorous. We are not looking for new theory development but, rather, new evidence that bears upon the issues raised by the Economist.
  •   Submissions should be prepared using the MBR Manuscript Preparation Guidelines.
  •   Manuscripts should be submitted by 20 October 2017 using the MBR website (https://mc.manuscriptcentral.com/tmbr)
  •   Manuscripts will be reviewed according to the MBR double-blind review process.
  •   For informal inquiries related to the Special Issue, proposed topics and potential fit with the Special Issue objectives, please contact the guest editors. 

I-Shou University (ISU) in Taiwan invites applications and recommendations for the position of Dean of International College.

The International College is an all-English institute that offers four undergraduate programs, all of them fully accredited by AACSB. These programs are in the areas of International Business Administration, International Finance, International Tourism and Hospitality, and Entertainment Management. Currently, the College serves 31 faculty members from 17 countries, all with a doctorate from reputable universities, and 700 students from 28 countries.

Reporting to the Vice President for Academic Affairs, the Dean is expected to be a visionary and resourceful leader that would ensure sustainable growth of the programs and take the College to the next higher level. The successful candidate must have a track record of outstanding administrative leadership and respectable academic research and teaching. Solid experience in AACSB and/or EQUIS accreditation is preferred.

ISU is one of the most prominent private universities in Taiwan and is ranked by Times Higher Education among top 800 universities globally and top 200 in Asia. Currently, ISU has 17,000 students in eight colleges, ranging from science and engineering to communication and design to medicine. All of the colleges and programs are accredited by mainstream accreditation bodies. For example, the International College, College of Management, and College of Tourism and Hospitality are all accredited by AACSB. ISU is located in the suburban area of Kaohsiung, a harbor city with a population of 2.5 million in Southern Taiwan.

This position can commence on August 1, 2017. The salary is negotiable depending on qualifications and fringe benefits are attractive. After appointed, the successful candidate and immediate family members will be eligible for the national healthcare insurance in Taiwan.

All applications and recommendations will be kept strictly confidential and should be directed to the Vice President for Academic Affairs at vpaa@isu.edu.tw

I-Shou University website: http://www.isu.edu.tw/en1/index.htm

The Department of Entertainment Management in the International College at I-Shou University is accepting applications for Assistant and Associate Professors. The position requires undergraduate and graduate teaching, academic research, student advising, and university service. Candidates should be able to teach courses in Entertainment Management. All teaching in the International College is done in English so candidates must be fluent in English but not necessarily native speakers.

Minimum qualifications: A completed Ph.D. or D.B.A. in a related business field and evidence of excellence in teaching and research in this field. The appointment date for this position is August 1st 2013. The processing of applications will begin on January 1st 2013 and end on February 15th 2013. All final decisions will be contingent on budget and funding. Interested applicants should send their resume and support materials (three letters of recommendation & evidence of teaching excellence) to kaoshiung@isu.edu.tw.

The Department of Tourism and Hospitality in the International College at I-Shou University is accepting applications for Assistant and Associate Professors. The position requires undergraduate and graduate teaching, academic research, student advising, and university service. Candidates should be able to teach courses in Tourism and Hospitality Management. All teaching in the International College is done in English so candidates must be fluent in English but not necessarily native speakers.

Minimum qualifications: A completed Ph.D. or D.B.A. in a related business field and evidence of excellence in teaching and research in this field. The appointment date for this position is August 1st 2013. The processing of applications will begin on January 1st 2013 and end on February 15th 2013. All final decisions will be contingent on budget and funding. Interested applicants should send their resume and support materials (three letters of recommendation & evidence of teaching excellence) to kaoshiung@isu.edu.tw.

POSITION VACANT: The Department of International Finance, International College, at I-Shou University is currently looking for an Assistant or Associate Professor.

QUALIFICATIONS: Candidates must have a doctorate degree in finance, accounting , economics, or other closely related fields. Candidates with industry work experience and professional certificates (e.g. CPA certificate) are preferred.

JOB DESCRIPTIONS: Responsibilities include teaching undergraduate courses. All tuition at the College is conducted in English. Candidates must have a commitment to research and provide services to the university and the profession.

REMUNERATION: Salary will be commensurate with qualifications and experience. Subsidies, such as rental and relocation assistance, and other benefits will be provided

APPLICATION PROCEDURE: Please send via e-mail a cover letter, CV, brief research and teaching statements, and three letters of recommendation to icif@isu.edu.tw. To learn more about our college, please visit http://www.isu.edu.tw/ISUIC_en.

APPLICATION DEADLINE DATE: Screening of candidates will begin immediately and will continue until the position is filled.

I-Shou University is one of the most prominent private universities in Taiwan. It is ranked top 800 universities globally and top 200 in Asia in 2018. The university is located in Kaohsiung, a harbor city sunny all year round. The International College of I-Shou University offers all-English programs and is AACSB accredited. Its students choose a major and a minor from these areas: International Business Administration, International Tourism and Hospitality, International Finance, and Entertainment Management.

The College invites applications for full-time open rank faculty positions that will begin in February or August 2020. Prospective candidates should hold a doctoral degree and demonstrate strong research/professional credentials with a firm commitment to quality undergraduate education. Specific fields of expertise with respect to job vacancies and potential courses to teach include the following:

  • Marketing (Cross-Cultural Marketing, Strategic Marketing, Consumer Behaviour, Service Marketing, e-Marketing, and Marketing Research)
  • Management (Human Resource Management, Supply Chain Management, Organizational Development, Project Management, Ethics and Social Responsibility, Small Business Entrepreneurship, Crisis Management, Technology and Innovation Management, e-Business)
  • Quantitative Methods in Business (Statistics, Managerial Mathematics, R Language, and Data Analytics)
  • Finance (Money and Banking, Information Analysis in Finance, Economics, Econometrics, Corporate Governance, Management and Cost Accounting)
  • Hospitality Management (International Cuisine, Coffee Roasting and Modulating, Professional Development, Lodging Management, Housekeeping Management, Revenue Management)
  • Tourism Management (Attraction and Visitor Management, Cultural Heritage Management, Destination Management and Branding, Travel Agency Operations, and International Etiquette)
  • Event Management (Media and Public Relationship, Sustainable Tourism, Activity and Event Management, Casino Operations Management, and Creative Thinking and Innovation)
  • International Trade (International Trade and Exchange, Business Law, Tax Law, International Logistics Management, Practice of Customs Clearance)
  • TESL (English Reading, Listening, Speaking, and Writing, Tourism & Hospitality English; native English speaker with a post graduate degree in management/marketing is preferred)
  • Visual communication (Visual Communication and Design, 2D Animation, 3D Animation and Visual Process, Digital Press and Layout, Digital Drawing and Visual Design, Digital Image Processing)

APPLICATION MATERIALS

  1. Cover letter: indicate the specific field and rank of position you apply for
  2. Complete curriculum vitae, including a publication list:
  3. Prepare the CV in a chronicle style starting with the most recent experience
  4. Duration of work tracks should be specific to month, e.g., January 2016~March 2017
  5. For indexed publications, indicate the indexer (e.g., SSCI) at the end of each associated citation
  6. Photocopy of PhD certificate
  7. Other supporting documents

Submissions will not be processed if any of the required documents have not been available at the time of submission.

APPLICATION PROCEDURE

Send the above application materials by email to Prof. Dr. Hao Chang, Chair of IC New Faculty Search Committee at isuic@isu.edu.tw. Address your cover letter directly in the main body of the email and provide the remaining items in PDF as attachments to the email. A committee will review the application upon receiving a complete set of materials specified above. Applications will be reviewed on a first-come-first-served basis until the positions are filled. Short-listed candidates will be invited for an interview. Suitable applicants will be notified individually around mid-November 2019 and will be requested to provide three letters of recommendation and other materials.

NOTE: Teaching responsibility is normally 9 credit-hours (3 courses) per semester. Faculty members are expected to teach fundamental and advanced courses at the undergraduate level in English and may be invited to teach courses of International MBA, a program offered by the College of Management. Compensation includes competitive salary, healthcare insurance, housing subsidy, and round trip air tickets for home visiting, as well as other benefits. The healthcare insurance in Taiwan is one of the best in the world. All full-time faculty and immediate family members are eligible for the insurance.

ABOUT THE INTERNATIONAL COLLEGE:

The International College offers four major tracks: International Business Administration, International Finance, International Hospitality and Tourism, and Entertainment Management. Its curricula are designed around five core skills: critical thinking skills, interpersonal skills, research skills, self-management skills, and communication skills. The College cherishes diversity and champions inclusion. Its highly qualified faculty members came from more than 10 countries with years of academic and industrial experiences. Currently it has 700+ students while about 30% are international coming from 22 countries. English is the official language in International College so that students are studying in an English environment. Taiwan is a vibrant, friendly, and exciting society and the city of Kaohsiung is very livable, offering rich cultural and industrial experiences to residents and visitors.

Guest Editor: M. Kabir Hassan, University of New Orleans

Contact for Guest Editor:   mhassan@uno.edu

Editorial office:                    suzy.howell@thunderbird.asu.edu

Submission portal:               https://mc.manuscriptcentral.com/tibr (to create an account)

Deadlines:

Submissions open: May 1, 2017

Submissions close: November 1, 2017

Reviews and Decision: June 30, 2018

Publication: online upon acceptance, print 2019

 

Islamic economics aims at analysing, interpreting, and resolving economic problems in accordance with the principles of Islam.  It supplements conventional economic analysis by exploring the religious and moral aspects of economic life.  Islam is an avowedly norm-based way of life seeking spiritual fulfilment, whereas conventional economics is a predominantly secular discipline which maintains a distinction between the positive and normative.  Indeed, the trend of standard economics has been to abandon values and ethical theory. Conventional economics construes an economic agent as a collection of preferences (attitudes, tastes, actions, and laws) that adjusts to changes in the costs and benefits of resources. By comparison, Islam considers a human being as a servant and vice-regent of God on earth, adjusting behaviour so as to adhere to the model laid out in Islamic jurisprudence.  It is from this perspective that Islam puts great emphasis on keeping one eye on the material and the other on the spiritual.

Accordingly, in the Islamic schema, the rational actor of standard economics is replaced by the ‘faithful’ actor who pursues personal interests within social bounds and communal interest. Self-interest is not denied, but nor is it absolute. It should be moderated by moral and religious concerns to ensure that others are able to enjoy similar freedoms.  Economic activity should be both financially and socially beneficial.

Like conventional economics, Islam encourages economic activity, production, trade, and free markets. However, Islam does not prioritize such behaviour over all other aspects of human activity. While the importance of the market is retained, Islam aims to reform it ‘internally’ through the behaviour of market participants and institutions and reorganize it on a more ethical footing.

The aim of this special issue is to focus on empirical studies and evaluate how well Islamic institutions have achieved their objectives.  There is necessarily an emphasis on what can be measured and tested, as opposed to what is conceptualized and formulated.  Four recent trends substantiate the relevance of this special issue.  First, according to the 2009 Pew Forum on Religion and Public Life report, 1.57 billion people, nearly 1 in 4 in the world, are Muslim.  Second, the growth of universities in Muslim countries and the expanding interest in Islamic thought in Western universities have created a receptive audience for Islamic economics.  Third, the Islamic financial industry nearly doubled from 2007 to 2010, a period when most conventional banks were struggling.  The fact that no Islamic banks needed to be bailed out by taxpayer money has increased interest in the soundness and resilience of the Islamic financial model.  Finally, it is imperative for the ideals of Islamic economics to be put to the test.  Some key questions must be answered.  In a global business environment largely unsympathetic to the Islamic model, how well have religious-based values translated into actual performance?  Is following the Islamic model a hindrance to financial institutions, or is there evidence that it can be economically and spiritually rewarding?  These are questions that can be answered using modern empirical methods.

Original manuscripts are solicited in the following areas:

  • Role of Islamic socio-economic institutions in economic development
  • Perspective of Islamic economics and finance, including its critique
  • Role of Islamic principles in microeconomic institutions, exchange and market discipline
  • Ethics and morality in Islamic economics and finance
  • Faith, values, and economic development
  • Economic doctrines and values of Islam
  • Influence of faith on Muslim economic behaviour
  • Infrastructure Finance
  • Islamic social thought and corporate governance
  • Structuring Islamic securitization
  • Socially-responsible investment strategy
  • Promoting SME financing through Islamic Finance
  • Exploring new horizons of Islamic banking and finance
  • Islamic wealth management
  • Role of various stakeholders in financing
  • Corporate social responsibility of Islamic financial institutions
  • Management, leadership and governance of Islamic financial services providers
  • Principles of Islamic jurisprudence and legal maxims
  • Meeting the needs of macroeconomic challenges through Islamic Finance
  • Impact of global financial crisis on Islamic banks
  • Risk management in Islamic finance
  • Market penetration in non-Islamic contexts
  • Zakah, poverty alleviation and Islamic banks
  • Shariah-compliant risk management
  • Role of Islamic Finance in ensuring greater financial inclusion
  • Islamic Finance, consumer protection and financial stability
  • Creating financing opportunities through Sukuk
  • Islamic Financial Laws and their adoption in the current era
  • Islamic Business Ethics
  • The economics of corruption in the Muslim world
  • The Arab Spring: economic causes, consequences, and lessons learned
  • The effects of competition on the development of Islamic finance industry

Manuscripts must be submitted at: https://mc.manuscriptcentral.com/tibr and follow author guidelines, available on the journal home site.

Multiple faculty openings beginning Fall 2012/Spring 2013 in the following departments:
• Business Administration (marketing, finance, accounting, operations management)
•International Business
•Political Science and International Relations
•Economics

Istanbul Aydin University is a brand new university located in Istanbul, the largest city of Turkey which is globally well-known as an economic, historical and cultural center. Although brand new, the university offers a wide variety of undergraduate, graduate and vocational school programs to around 16,000 students, approximately 1500 of which are Faculty of Economics and Administrative Sciences students.

There are multiple faculty openings in the above-mentioned departments where the medium of instruction is English. These departments place heavy emphasis on both sound research and teaching excellence. Detailed information can be obtained from the web site: http://www.aydin.edu.tr/en_index.asp. Applicants should hold a Ph.D., and should show promise of competitive teaching and research abilities. Applicants should submit a cover letter, curriculum vitae, copies of important publications or working papers and send the contact information of three references.

Applications should be submitted as early as possible, electronic applications are welcome. CONTACT: Professor Alev Katrinli, Dean of Faculty of Economics and Administrative Sciences. Istanbul Aydin University, Besyol Mah.Inonu Cad. No:38 Sefakoy-Kucukcekmece, 34295 Istanbul, Turkey. (Phone 90 212 4441428.; Email: alevkatrinli@aydin.edu.tr or mervedemirkol@aydin.edu.tr ).

Job Opening - Assistant Professor in Management

The School of Economics and Administrative Sciences at Istanbul Kemerburgaz University invites applications for a full-time faculty position at the Department of International Trade. The department has immediate openings at the rank of Assistant Professor but welcomes applications at higher ranks.

Candidates must have an outstanding academic record and demonstrate teaching excellence and potential for outstanding research. Junior candidates should hold or firmly expect a Ph.D. degree by January 2015. The medium of instruction at Istanbul Kemerburgaz University is English. Salaries are competitive and commensurate with qualifications. Istanbul Kemerburgaz University also offers substantial benefits and research support. The candidates are expected to offer courses such as International Business, Management of Multinational Firms, Export and Import Management, and Cross Cultural Issues in Business.

Istanbul Kemerburgaz University is a privately funded academic institution that began instruction in the 2011-2012 academic year at its Mahmutbey campus located in urban Istanbul. The University’s vision is to become a leading center of higher education and academic research. Detailed information about Istanbul Kemerburgaz University is available at http://en.kemerburgaz.edu.tr.

Review of applications begins immediately, and will continue until the position is filled. Applications must include a cover letter or statement, curriculum vitae to Ceyda Maden Eyiusta, Department of International Trade Chairperson, ceyda.maden@kemerburgaz.edu.tr

Istanbul Þehir University, Faculty of Business and Management, Turkey, invites applications for full-time positions. The university is continuing to invest in the future growth of Faculty of Business and Management, which aims to gain a reputation for excellence in both teaching and research. We are looking to make new faculty appointments in the positions listed below.  Please note the reference number for use on the careers website.

Marketing - ISU001
Consumer Behavior - ISU002
Organization Behavior - ISU003
Human Resource Management - ISU004
Accounting and Financial Management - ISU005
Investment Management & Financial Instruments - ISU006
Corporate Finance - ISU007
Financial Services Regulation - ISU008
Global Finance - ISU009
Banking - ISU010
Management Information Systems - ISU011
System Development - ISU012
International Trade and Logistics - ISU013
Micro Economics - ISU014
Macro Economics - ISU015

Positions are available for candidates at all ranks beginning in February 2011or earlier. Successful candidates, once hired, are expected to fulfill their respective Department’s requirements with regard to teaching, research, record of publications, and service to the institution. Junior candidates are expected to have a Ph.D. at the time of appointment. All candidates should have an excellent command of English and a strong commitment to teaching and research.

Istanbul Þehir University (ÞEHÝR) is a newly founded, private institution under the cover of the Foundation for Sciences and Arts based in Istanbul, Turkey, which has been dedicated to research and teaching in social sciences and humanities for the last 25 years. Building on a quarter-century of experience in education and research, ÞEHÝR aims to be an elite research university in the whole region. The medium of instruction is English. The main campus will be located in Dragos, Istanbul, on the shores of the Marmara Sea, overlooking the beautiful Princess Islands.

ÞEHÝR is an equal opportunity employer, and socially and financially supports its faculty members’ housing, medical insurance and other needs. Salary is very competitive and commensurate to rank, experience and qualifications. Several fringe benefits (housing and travel allowance, private health insurance, sabbatical leave etc.) will apply. Review of applications will begin on November 30th , 2010, and continue until the positions are filled. Please submit an application file that includes information about your research and teaching interests, your curriculum vitae, two samples of written work and names of three references (for senior candidates) or three letters of recommendation (for junior candidates) via e-mail to: application@sehir.edu.tr . Short-listed candidates will be individually informed of their selection for formal interviews and job talks/lectures.

For further information on the Istanbul Sehir University please visit
www.sehir.edu.tr 

Provided by the British Broadcasting Corporation (BBC), this website for learning Italian provides users with numerous resources such as online courses, a guide to the language, and a comprehension test. The online lessons are provided in video format and cover topics including Italian vocabulary, phrases, and grammar with interactive options such as games and exercises. The site also provides external links to Italian media sources and other online courses.

Editor: Antonio Marturano (marturanoa@luiss.it) LUISS Guido Carli, Rome (Italy)

Italy has had an amazing fabric of leaders and ideas on leadership since the Romans: Italy indeed did not only provide all kinds of leaders (from Machiavellian-amoralist leaders to saint and value-centred leaders) but also many Italian scholars have helped us to think about leadership. From Marc Aurelius, Machiavelli, Gramsci, to Agamben, today, Italian scholars have provided tools with which to understand the leadership phenomena. On the other hand Caesars, the Church, the Renaissance, the Mafia, Mussolini and Fascism, leftist movements in the ‘70s, the Agnelli Family and today’s Berlusconism provide key features useful to understand leadership, leadership culture, followership and leaders’ behaviours.

Such immense reservoir of leaders and leadership ideas, provide conceptual contradictions that are even challenging established paradigms in leadership studies. Leadership studies indeed is a quite multidisciplinary field as it takes lessons from history, politics, narrative, philosophy, management, law, psychology, sociology and many other fields. Therefore Italy, with its own history, social complexity and contemporary political muddles, is a good field to test, rethink and improve leadership studies concepts and theories. Moreover Italy is a sort of laboratory to understanding social trends. Where are societies going? Which kind of leadership is likely to emerge worldwide? Which kind of national culture has encouraged Berlusconism? Which leadership concepts and theories have been changed through Italian history and how has this happened?

The role of ethics in leadership studies, for example, went through different periods in which its weight in the field continuously changed. In Marc Aurelius ethics and responsibility was a fundamental ingredient for a would-be-leader; while in Machiavelli, apparently, amoralism was a fundamental characteristic for a leader whose only aim was to keep governing a nation. In more recent times Italian political individuals such as Giulio Andreotti or, in business field, Eni’s founder Enrico Mattei, based their leadership performances on crude cynicism, though they were living in a society based on a welfare state economy. Moreover, in the recent climate, the rise of Berlusconism (understood as a leadership model in both business and politics based on the ideal of self-made man) is accompanied by a leadership crisis in left parties and in alternative (that is, based on different values) leadership models in business.

Organizations such as the Catholic Church and Mafia have provided paradoxical examples of leadership phenomena. The Church itself provides complex instances of leadership processes that have contributed to the development and institutionalisation of the central leadership concept of Charisma since St. Paul. To what extent has the Church provided models for everyday organization and to what extent can religious Charisma be a useful tool to clarify modern Charisma? Is religious Charisma a normative notion asking for a true leader to behave ethically? On the other hand the Mafia is the archetypal secret organization: not only because of its hidden membership and its still ancestral initiation rites and secrecy laws (such as omertà code of silence), but also because of its hidden and variable hierarchical structure enable it to create merciless and eccentric leaders. The Godfather or The Sopranos provide a fictional characterization of Mafia leaders’ authoritarian style and personal characteristics. According to G. Debord (in Comments on the Society of Spectacles, 1988), “The Mafia is not an outsider in the world; it is perfectly at home in it. At the moment of the integrated spectacular, it in fact reigns as the model for all the advanced commercial enterprises”. To what extent have corporations in recent times copied the Mafia model to protect their business and their own organization?

Moreover, authors such as Gramsci, Pareto and Mosca offered tools to understand leadership, which are today fundamental tools of leadership analysis. Notably, Gramsci offered the notion of hegemony that, far from becoming an obsolete concept in post-communist societies, represents a crucial concept to understand how leading forces in organisations keep control over followers. Capitalism, Gramsci suggested, maintain control not just through violence and political and economic coercion, but also ideologically, through a hegemonic culture in which the values of the bourgeoisie became the 'common sense' values of all. Thus a consensus culture developed in which people in the working-class identified their own good with the good of the bourgeoisie, and helped to maintain the status quo rather than revolting against it. Impression management is a powerful technique for a leader to exercise his or her hegemony over the group; Benito Mussolini built his image through media such as cinema and radio, and today Silvio Berlusconi has built his image through television; these both created a popular consensus around themselves. How important is the role of mass media in building hegemony and shaping a leader’s image? Will the Internet change the way in which a leader’s image is created and perceived? Will the way in which hegemony is created, change through the use of new media (or, rather than be imposed will it emerge from followers)?

Attached to this concept there is another key concept offered by Gaetano Mosca, namely elite theory. If we start from the layered pyramids Gramsci describes, we can understand Mosca’s definition of modern elites in term of their superior organisational skills. These organisational skills were especially useful in gaining political power in modern bureaucratic society. Nevertheless, Mosca's theory was more liberal than the elitist theory of, for example, Vilfredo Pareto, since in Mosca's conception, elites are not hereditary in nature and peoples from all classes of society can theoretically become the "elite". He also adhered to the concept of "the circulation of elites," which is a dialectical theory of constant competition between elites, with one elite group replacing another repeatedly over time. These concepts are still used in leadership studies as leadership takes place within social structures and also it shapes these social structures. Elites shape leaders directly and indirectly, and leaders shape elites too sometimes simply by rising to pre-eminence and sometimes more directly by shaping that elite, in composition, number wealth and reputation and so forth. Some leadership scholars claim the Leader-Member Exchange theory, in particular, bears a close resemblance to elite theory. In such theory groups can be split into in-groups and out-groups depending on the followers’ particular relationship with the group’s leader. To what extent can this theory be paralleled by elite theory and how can the latter help to theoretically enrich the former? Furthermore, actual organizations, especially those taking place in the Internet, tend to be more and more hierarchically flat: how will the elite theory change in order to fit better the organisational changes around us and how will it be reflected in Leader-Member Exchange theory?

Articles are invited which address these and similar topics. Papers can be of a theoretical or empirical nature, or investigate practical concerns. They can be drawn from any research tradition; contributions of both a quantitative and a qualitative nature are invited.

Enquiries, expressions of interest and submission of abstracts (500 words maximum) should be sent to the Guest Editor shown at the address above. Abstracts should arrive by 1 April 2010. Completed articles of between 6,000-8,000 words should be submitted by 31 January 2011 at the latest for review. Articles will be double blind reviewed. The issue will be published in Summer 2012.

For more information, visit http://lea.sagepub.com

Ivey Publishing focuses on providing business case studies with a global perspective. The case collection includes over 23,000 case studies, teaching notes, background notes, videos, and supplements, as well as Ivey Business Journal reprints. Ivey Publishing also selectively accepts cases and teaching notes for registration from authors outside of the Ivey School of Business. Ordering is available online.

The School of Humanities and Social Sciences at Jacobs University Bremen invites applications for a Professorship in Business Administration (m/f) The successful candidate must have an international track record of excellence in research and teaching in at least one of the core fields of Business Administration (i.e. Management, Organization, Marketing). The candidate is expected to engage in high quality research. He/she will take responsibility for business administration modules in a variety of programs offered at the School of Humanities and Social Sciences, specifically for the new BA program Global Economics & Management, which aims at a transdisciplinary understanding of global economic challenges, with an emphasis on sustainable development and responsible leadership. Salary and professorial rank will be commensurate with qualification and experience. The annual teaching load is three courses at three hours each. Language of instruction is English. The successful candidate shall begin in August 2010. An initial contract will cover seven years.

Jacobs University is an equal opportunity employer and is certified “Family Friendly” by the Hertie Stiftung. Please send a letter of application, curriculum vitae, and the names and addresses of three referees no later than December 31, 2009 to the following address: Jacobs University Bremen Prof. Dr. Hendrik Birus Dean of Humanities and Social Sciences Ref.-No. 690 P.O. Box 750 561 28725 Bremen Germany. Please send electronic submissions to k.hermann@jacobs-university.de. For further information on Jacobs University please see www.jacobs-university.de.

The Japanese economy started picking up steam after the second Abe administration launched a new economic policy named “Abenomics” in 2012, combining a three-pronged approach: fiscal expansion, monetary easing, and structural reform. The Japanese stock market started soaring. In November 2017, the Nikkei Index rose to 22,000 points from 8,500 at the beginning of 2012 and the unemployment rate fell to 2.8%, the lowest level in the last 23 years.

However, many manufacturing sectors continued to be battered by falling competitiveness and scandal. Previously powerful electronics giants like Sanyo, Sharp and Toshiba had recently collapsed or were on the verge of it. Fujitsu, NEC, Toshiba, and Sony sold or separated their PC divisions, which had been their core profit centers, due to increased competition from Asian PC makers. Japan’s advantage in quality control in manufacturing sectors was also challenged. Takata, an automotive parts company, produced defective airbag inflators for years, resulted in a massive recall of 46 million airbags. Nissan recalled all 1.2 million new passenger cars it sold in Japan over the past three years after discovering final vehicle inspections were not performed by authorized technicians. Scandals due to falsification of quality data were uncovered at leading Japanese firms such as Kobe Steel, Mitsubishi Material, Asahi Kasei, Toray, and Toyo Tire and Rubber. 

Growth of emerging economies and digital transformation are gradually affecting Japanese business systems and society. The center of gravity in the world economy is shifting from advanced countries to less advanced ones, creating new landscapes for international business strategies of Japanese firms. New waves in digital technologies, e.g., big data, artificial intelligence, IoT, Fintech, and sharing economy apps, are creating both new opportunities and threats to Japanese firms.

A large body of research has examined the unique aspects of traditional Japanese business in such areas as Alliances, Human Resources, and Operations. Research on internationalization of Japanese multinational companies is prominent in the area of International Business. However, Japan and Japanese business have continued to evolve, driven by many factors including changing technology, the changing competitive landscape, maturing of business segments Japanese companies compete in, demographic changes, and many other drivers (Abo 2015; Aman and Nguyen 2012; Amann, Jaussaud, and Martinez 2012; Asakawa and Westney 2013; Nakano 2017; Sekiguchi, Froese, and Iguchi 2016; Sutherland and Santos 2010; Ueki et al. 2010).

This is a call for papers examining what is new in Japanese business. Possible research questions that would suit this Special Issue include, but are not limited to the following:

  • What is new about our understanding of Japanese business? In other words, what do we now view distinctly differently than in the past (e.g., new ways of analyzing, interpreting, and new theories)?
  • What is new about the international business of Japanese firms? How have Japanese businesses adapted to trends such as globalization, a shrinking domestic workforce, and digitalization? 
  • What is new about the management systems of Japanese businesses? How have conventional Japanese management practices such as lifetime employment practices evolved? How have corporate governance and keiretsu networks of Japanese firms changed in the face of globalization of business?
  • What is new about the environment of Japanese businesses? How has intuitional logic in the Japanese business environment changed and shaped the behavior of Japanese firms and foreign firms in Japan? How have reforms in law and regulations affected business strategy of Japanese firms?
  • What is new about innovation in Japanese businesses? Have Japanese firms maintained competitive edges in innovation and new product development? What are the new trends in innovation in Japan? How do Japanese firms compete against Asian multinationals in development and commercialization of emerging technology?
  • What is new about entrepreneurial activities in the Japanese business community? How have the way new businesses are organized, launched, and funded changed? Are new emerging Japanese businesses similar or different from traditional companies that came before them?
  • What new do we know about how Japanese organizations are turned around, restructured, and reoriented? 

This call is open to different qualitative and quantitative methodological approaches and research designs. Empirical papers are encouraged. 

Submission Process

To be considered for the Special Issue, manuscripts must be submitted by April 30th, 2018, via https://www.editorialmanager.com/jabm/ To ensure that all manuscripts are correctly identified for consideration for this Special Issue, please select ‘SI: Japanese Business’ when you reach the ’Select Article Type‘ step in the online submission process. Authors should prepare their manuscript according to the guidelines of Asian Business & Management, see: http://www.palgrave.com/gp/journal/41291/authors/presentation-formatting

Submitted papers will be reviewed through a double-blind peer review process. For enquiries, please contact Derek Lehmberg at derek.lehmberg@ndsu.edu We welcome your submissions.

References

Abo, Tetsuo. 2015. Researching international transfer of the Japanese-style management and production system: Hybrid factories in six continents. Asian Business & Management 14(1): 5-35.

Aman, Hiroyuki, and Pascal Nguyen. 2012. The size and composition of corporate boards in Japan. Asian Business & Management 11(4): 425-444.

Amann, Bruno, Jacques Jaussaud, and Isabelle Martinez. 2012. Corporate social responsibility in Japan: Family and non-family business differences and determinants. Asian Business & Management 11(3): 329-345.

Asakawa, Kazuhiro, and D. Eleanor Westney.2013. Evolutionary perspectives on the internationalisation of R&D in Japanese multinational corporations. Asian Business & Management 12( 1): 115-141.

Nakano, Tsutomu (ed.). 2017. Japanese Management in Evolution: New Directions, Breaks, and Emerging Practices. Abingdon: Routledge.

Sekiguchi, Tomoki, Fabian Jintae Froese, and Chie Iguchi. 2016. International human resource management of Japanese multinational corporations: Challenges and future directions. Asian Business & Management 15(2): 83-109.

Sutherland, John, and José Miguel Pinto Dos Santos. 2010. Corporate employment strategies in Japan, 1991–2003. Asian Business & Management 9(1): 67-100.

Ueki, Hideo, Mariko Ueki, Richard Linowes, and Tomasz Mroczkowski. 2011. A comparative study of enablers of knowledge creation in Japan and US-based firms. Asian Business & Management 10(1): 113-132.

Call for papers & proposal requirements

The main theme of the book is Japanese business in the digital age.  We seek proposals for the book that highlight how the Japanese industry is adopting (or adapting) digital technologies and how it is addressing the challenges posed by the emerging technologies. We expect papers from all management areas impacted by digital technologies including manufacturing, human resources such as training and development, economic and financial impacts along with service perspectives.

Proposal should include the following:

  • Title of the Chapter
  • Names of authors and their affiliation (institution they represent)
    • Corresponding author should be identified with a (*)
    • Email of corresponding author should be noted
  • Proposals should be between 400-500 words in length highlighting the key issues it will address
  • Five keywords
  • Bios of all authors (between 150-200 words)

Review Process

Proposals submitted will be reviewed by the Editors and an initial structure of the book will be created. After a shortlisting process, selected authors will be invited to submit full papers (about 3000-4000 words). Full Papers submitted will be peer-reviewed by a team of academics and practitioners from around the world. The review process will be coordinated by the Editors and an Editorial Board. The Editors and the Editorial Board members will be introduced when the call for full papers is made.

Objective and Background

Business today is facing unprecedented change mainly due to adoption of new (digital) technologies. We are noticing manufacturing and services being transformed further due to advanced robotics, emergence of artificial intelligence, growth of digital networks which are growing in size and capability as the number of connected devices explodes, advanced manufacturing (such as 3D printing), and collaborative connected platforms including machine to machine communications. Adoption of digital technology has caused process disruptions in both manufacturing and services sector and led to new business models and new products. While most of these examples are in front of us and we read and hear about them in media, this book targets not-so-obvious disruptions (e.g. in the education sector, in services and changing business models) along with some obvious ones (e.g. 3D printing and in addressing mobility issues).

This book explores the impact of such changes from a Japanese perspective on the workforce, education to prepare the workforce for tomorrow, ways to finance technology advancements, the impact of new products and services, impact on supply chains, etc. It will attempt to paint a big picture in which a previously manufacturing centric successful economy adopts change to retain and rebuild success in the global environment.

About the Editors

Anshuman KHARE is Professor in Operations Management at Athabasca University, Canada. He joined Athabasca University in January 2000. He is an Alexander von Humboldt Fellow and has completed two post-doctoral terms at Johannes Gutenberg Universität in Mainz, Germany. He is also a former Monbusho Scholar, having completed a postdoctoral assignment at Ryukoku University in Kyoto, Japan. He has published a number of books and research papers on a wide range of topics. His research focuses on environmental regulation impacts on industry, just-in-time manufacturing, supply chain management, sustainability, cities and climate change, online business education, etc. He is passionate about online business education. Anshuman serves as the Editor of IAFOR Journal of Business and Management, Associate Editor of "International Journal of Sustainability in Higher Education" published by Emerald and is on the Editorial Board of International Journal of Applied Management and Technology.

Hiroki ISHIKURA is a professor for the Department of Commerce in Osaka Gakuin University, Japan and used to be an assistant professor Kyoto University.  He received a Doctor of Engineering degree from Kyoto Institute of Technology and graduated from Fukui University textile engineering department. His research interests lie inn Manufacturing Systems. He is closely involved with academic societies such as the International Journal of the Japan Society for Production Management (Editor in Chief), International Journal of Standardization (Editor in Chief), International Journal of Manufacturing Technology and Management (UK) as Editorial Board Member and the Society for Standardization Research (Vice Chairman), the Society of Japan Production Management (Director), the Textile Machinery Society of Japan (Fellow), International and Domestic Technologies, Japan (Secretariat) and Textile Research Journal, USA as a reviewer.

William W. BABER has combined education with business throughout his career, his professional experience has included economic development in the State of Maryland, language services in the Washington, DC area, supporting business starters in Japan, as well as teaching business students in Japan, Europe, and Canada.  He is at the Graduate School of Management at Kyoto University where he is Associate Professor in addition to holding courses at University of Vienna and University of Jyväskylä.  

Contact / Coordinating Editor

Dr. Anshuman Khare

Professor for Operations Management

ATHABASCA UNIVERSITY 

201 - 13220 St. Albert Trail

Edmonton AB T5L 4W1

CANADA

E-mail: anshuman.khare@fb.athabascau.ca

Timeline and Deadlines

September 2018 – December 2019

  • Call for proposals: August1, 2018
  • Receipt of proposals: October 31, 2018
  • Call for papers after review of proposals: November 30, 2018
  • Receipt of full papers: April 30, 2019
  • Review and revisions to be completed by July 31, 2019
  • Preparation of manuscripts and handover to publisher by September 30, 2019

Target Date of Publication: The target date for publication is December 2019 provided everything goes as planned.

Researchers have, quite justifiably, begun the process of investigating multinational companies (MNCs) from developing or transition economies. Yet MNCs from the developed economies will continue, for the foreseeable future, to control a large majority of total foreign direct investment (FDI) assets, and they still enjoy, overall, significant global scope and advantages in technology, brands and management.

In the heyday of Japanese management, in the 1980s, ‘globalization’ was directly associated with ‘Japanization’. Japanese companies with strong competitive capabilities - or, as outlined in Dunning’s eclectic paradigm for FDI, ownership advantages - took the lead in MNC investment. Since 1990, however, Japan has simultaneously faced increasing competitive pressures from other Asian countries and witnessed slow and even negative rates of growth at home. Once responsible for over a fifth of annual global outward FDI flows, Japan more recently accounted for less than 4 per cent. In 1990, Japan’s share of world outward FDI stock had reached a total of 9.7 per cent; then, by 2010, this had fallen to about 4.0 per cent. In 1994, Japan had 19 entries amongst the Top 100 non-financial Transnational Corporations (as outlined in UNCTAD’s World Investment Report), and showed competitive strengths in automobiles (with 3 entries), trading companies (4), electronics and electricals (7), metal making and processing (2), and tyre and rubber (1), alongside the listing of conglomerate business groups (2). Japan, by 2010, had a reduced total of 9 entries, showing a presence amongst the most important multinationals in automobiles (3), trading companies (2), electronics and engineering (3), and, as a result of overseas acquisitions, tobacco (1). The falling away in the numbers of electronics and metal enterprises amongst the biggest global players was especially notable.

Due to its economic difficulties since 1990 and because, arguably, any reform process has been drawn out, there is a tendency to emphasise Japan’s long-term decline from a peak characterised by an ‘economic miracle’ and international leadership in business methods. Yet Japan is the world’s third largest economy, as well as being one of the world’s richest in per capita terms, and it has command of considerable technological and organizational resources. Japan is the world’s 8th largest holder of outward FDI stock (as recorded for 2012), significantly ahead of its major Asian competitors, China, South Korea and Taiwan. It remains the notable Asian exporter of technology, and its MNCs retain a major presence in the developed markets of North America and Europe.

Since the 1990s, Japan’s corporations have been shifting production overseas and their interests have increasingly diverged from those of the Japanese economy. The country’s MNCs had historically relied on their home market and on the resources of their parent companies. Japanese manufacturers found that they had to compete more actively in a global marketplace that demanded capabilities and management approaches not necessarily the same as those needed within Japan. The largest automobile MNCs obtain the majority of their sales from overseas subsidiaries: 64 per cent in the case of Toyota, 81 per cent for Honda, and 78 per cent for Nissan (for 2012). Sony achieved 67 per cent. On the other hand, while the trading company Sumitomo Corporation reached a figure of 47 per cent, the three rivals of Mitsubishi Corporation, Marubeni and Itochu were far behind in the range of 20-30 per cent.

Asia Pacific Business Review is calling for contributions to a special edition on Japanese MNCs, their role in the modern global economy, and their ability to adapt and take advantage of international or regional business trends. The journal welcomes interesting and informative articles on any aspect of this topic, but the following are amongst the issues being considered.

  • To what extent have Japanese MNCs adequately adjusted their strategies or business models, since the 1990s, or in response to more recent events? Do they provide useful lessons for developed economy MNCs in general, or for developing economy MNCs in the long-term?
  • Have Japanese MNCs been slow to change organisational structures of strong control by the parent company and expatriate managers? Have they failed, comparatively speaking, to develop the capabilities of their subsidiaries? How successfully are they exploiting locational and off-shoring advantages through global value chains?
  • To what degree do Japanese MNCs continue to possess competitive advantages in technology, products, operations or management, and how can they increase these specific strengths? How successful have they been at transferring capabilities across national borders, or at utilising the capabilities of their global networks?
  • What are the main elements of Japanese MNC human resource management and to what extent are they distinctive? Do these vary globally?
  • How effective are Japanese MNCs in managing international strategic alliances, joint ventures, and contracted suppliers and distributors?
  • Does the Japanese business system still restrain the emergence of new companies and industries with the potential to replace those demonstrating declining international performance?
  • How have changes in Japanese government policy affected the business strategies of MNCs?
  • Why, in general, has the Japanese service sector not shown the same levels of international competitiveness and ‘multinational-ity’ as manufacturing? Why, on the other hand, have general trading companies (sogoshosha) been amongst their most successful MNCs (despite comparatively low degrees of ‘multinational-ity’)? In what ways have Japanese trading companies adapted their strategies and business models?
  • To what extent does FDI theory help explain the strategies, capabilities and organization of Japanese MNCs? Have Japanese MNCs been a special case?

In the first instance, we are requesting Abstracts by 30th May 2014 and asking that they be sent to Dr Robert Fitzgerald at r.fitzgerald@rhul.ac.uk.

Abstracts should be a maximum of 500 words, and should include: title, aim or rationale, theory or theories used, methodology (if appropriate), findings, implications, and conclusions.

The editors will review the Abstracts, and, following this process, invitations to submit full papers will be sent by 30th June 2014. Full papers will be due by 1st October 2014.

Full papers will be double blind refereed. Authors must submit their manuscript as a word file via email attachment to Dr Robert Fitzgerald at r.fitzgerald@rhul.ac.uk.

Please see the Asia Pacific Business Review website for style requirements: http://www.tandf.co.uk/journals/titles/13602381.asp

Editors:

Dr Robert Fitzgerald, Royal Holloway, University of London: r.fitzgerald@rhul.ac.uk

Professor Chris Rowley, Cass Business School, City University & HEAD Foundation, Singapore: apbr@city.ac.uk

 

Asia Pacific Business Review is indexed and abstracted in: Social Sciences Citation Index; Journal Citation Reports/Social Sciences Edition; Current Contents/Social and Behavioural Science.

Jeneryn in India creates a complex international negotiation scenario. Participants play the roles of executives of a U.S. medical transcription company contemplating growth through offshore outsourcing. Other participants play executives of an Indian company in Chennai interested in acquiring American business. All participants must act within company, country, and cultural constraints while working toward specific business objectives. Available for purchase on the website.

We invite applications for full-time tenure-track engagement at the rank of Assistant/ Associate/ Professor in various business disciplines, including International Business, Management, Marketing, Strategy, Human Resources, Finance and Operations.  Positions are effective 1 June 2013 (later start would also be considered). Candidates seeking limited/ short-term engagement are also encouraged to apply for teaching/consulting roles.

The qualifications of candidates desired are:
For full-time engagement: Must possess a PhD in the relevant field from an accredited institution with commitment to excellence in teaching and scholastic research, or
For short-term appointment: Must have a proven record and commitment to excellence in teaching and/or scholastic research.

Employment terms are competitive and negotiable depending on career progress and track record. Support for research is available.

About Jindal Global Business School (JGBS)
JGBS is one of four divisions of the O.P. Jindal Global University, established under the Haryana Private Universities (Second Amendment) Act, 2009 at Sonipat, Haryana, National Capital Region of Delhi. The other three schools are: Jindal Global Law School, Jindal School of International Affairs, and the Jindal School of Government and Public Policy. Please visit www.jgu.edu.in for more information.

The University strives to combine excellent teaching and research environment, with the motto of being ‘A private university promoting public service.’ The 100-acre JGU campus is self-contained with classrooms, administrative offices, student dormitories and faculty housing. The location, Sonipat, is emerging as an education city and several other educational institutions are being located nearby.  The University is recognized by the University Grants Commission [Section 2(f)]. Since its inception, JGU has developed wide ranging collaborations with a number of leading universities and academic institutions around the world.

JGBS currently offers an MBA program and will commence an integrated BBA/MBA program from the Academic year, beginning August 2013. The B-School has collaborations with Naveen Jindal School of Management (UT Dallas,Texas) and European Business School (Frankfurt, Germany) and UNB (Canada).

Interested candidates should send their Curriculum Vitae, to Chair, JGU Faculty Appointments Committee at hr@jgu.edu.in / registrar@jgu.edu.in

We invite applications at the rank of Assistant/ Associate/ Professor is various business disciplines including Management, Marketing, Strategy, Human Resources, International Business, Finance and Operations.  Positions are full time tenure-track, although we invite candidates seeking limited term contracts to also contact us.

Candidates must possess a PhD in the relevant field from an accredited institution and have a strong commitment to excellence in teaching and scholarly research. Employment terms are competitive and negotiable depending on career progress and track record. Support for research/ conference participation is available.

The University: JGBS is one of five divisions of the O.P. Jindal Global University, established under the Haryana Private Universities (Second Amendment) Act, 2009 at Sonipat, National Capital Region of Delhi, and is recognized by the University Grants Commission. The other four schools of JGU are: Jindal Global Law School, Jindal School of International Affairs, Jindal School of Liberal Arts and Humanities, and the Jindal School of Government and Public Policy. Please visit www.jgu.edu.in

JGU has developed wide ranging collaborations with a number of leading universities and academic institutions around the world. Apart from student exchanges, these collaborations have led to faculty exchange, dual degree options, joint conferences and research/publications.

JGU has a well appointed 80 acre campus which is self-contained with classrooms, administrative offices, student dormitories and faculty housing. The campus is fully residential for the students.

JGBS currently offers a 2-year MBA program and a 5-year Integrated BBA/MBA program. It is also active in conducting short-term government and corporate management development programmes. The university strives to combine excellent teaching and research, with the motto ‘A private university promoting public service.’ A PhD programme will commence from August 2014 and future plans include an Executive MBA.

Interested candidates should send their Curriculum Vitae, to Chair, JGU Faculty Appointments Committee at hr@jgu.edu.in and copy to cgopinath@jgu.edu.in

Preliminary interviews will be held at the Academy of Management Meeting, Philadelphia, 2-5 August 2014, Table # 107. Please email to fix an appointment.

Jindal Global Business School (JGBS), Sonipat (Delhi NCR), India.

We invite applications at the rank of Assistant/ Associate in various business disciplines including Management, Marketing, Strategy, Human Resources, International Business, Finance and Operations. Positions are full time tenure-track, although we invite candidates seeking limited term contracts to also contact us.

Candidates must possess a PhD in the relevant field from an accredited institution and have a strong commitment to excellence in teaching and scholarly research. Employment terms are competitive and negotiable depending on career progress and track record. Support for research/ conference participation is available.

The University: JGBS is one of five divisions of the O.P. Jindal Global University, established under the Haryana Private Universities (Second Amendment) Act, 2009 at Sonipat, National Capital Region of Delhi, and is recognized by the University Grants Commission.

The other four schools of JGU are: Jindal Global Law School, Jindal School of International Affairs, Jindal School of Liberal Arts and Humanities, and the Jindal School of Government and Public Policy. Please visit www.jgu.edu.in

JGU has developed wide ranging collaborations with a number of leading universities and academic institutions around the world. Apart from student exchanges, these collaborations have led to faculty exchange, dual degree options, joint conferences and research/publications. JGU has a well appointed 80 acre campus which is self-contained with classrooms, administrative offices, student dormitories and faculty housing. The campus is fully residential for the students. JGBS currently offers a 2-year MBA program and a 5-year Integrated BBA/MBA program. It is also active in conducting short-term government and corporate management development programmes. The university strives to combine excellent teaching and research, with the motto ‘A private university promoting public service.’ A PhD programme has started and future plans include an Executive MBA.

Interested candidates should send their Curriculum Vitae, to Chair, JGU Faculty Appointments Committee at hr@jgu.edu.in

The Department of International Management at Johannes Kepler University Linz, Austria, is inviting applications for the position of a Research and Teaching Assistant with the opportunity to pursue a Ph.D.

We are looking for candidates with:

- Masters degree in Business Administration/Social Sciences or equivalent qualifications, with special interest in International Management
- excellent English language skills (knowledge of German is an
advantage)
- high motivation to contribute to the research and teaching goals of the department (www.jku.at/iim)
- international experience (study abroad or interships)
- experience with empirical research, data management and statistical analysis is an asset

Johannes Kepler University is an impulse center for science and the community with a distinguished international reputation. The university is the largest academic institution in the federal state of Upper Austria. The university’s core areas include the Social Sciences, Economics and Business, Law as well as Engineering and Natural Sciences. In the field of business education, Johannes Kepler University Linz is the only Austrian university that offers a comprehensive and extensive range of studies in the area of social and economic sciences. Comprised of 33 institutes and with over 9000 graduates, the Faculty of Social Sciences, Economics and Business is the largest faculty on campus since the university's establishment.

Researchers at the Department of International Management are dedicated to top-level international research standards. During the last years our faculty has published in leading international journals, such as Organization Science, Journal of International Business Studies, Journal of International Management, Management International Review, International Journal of Human Resource Management, Journal of Management Studies and MIT Sloan Management Review.

If you have questions regarding the position, please contact Professor Tina Ambos' office (erika.meditz@jku.at)

Please send your applications until 28.12.2011 directly to the Personnel Department quoting the reference number "2372":
Personalmanagement der Zentralen Dienste der Johannes Kepler Universität Linz Altenberger Straße 69, 4040 Linz persabt@jku.at

In accordance with the collective agreement for employees and the Universities Act, the Department of International Management at the Faculty of Social Sciences, Economics & Business announces an opening for a full-time, six-year Tenure Track position at the Johannes Kepler University Linz.

The candidate must hold a Doctorate/PhD degree. The position is aimed at highly qualified junior researchers who specialize and hold a Doctorate/PhD in the field of International Management. The position includes the possibility of a qualification agreement that may lead to a permanent position as Associate Professor (§ 99 Sec. 5 and 6 of the Universities Act) given the successful completion of the requirements stated in the agreement.

The successful candidate should have an outstanding academic track record after the Doctorate/PhD (completed no longer than five years ago), show excellence in academic publishing, and possess outstanding university-level teaching experience. Please see the detailed job description at www.jku.at/tenuretrack for information about the position’s strategic research orientation and focus, the type of research expected, the teaching requirements, the required practical experience, the most significant qualification objectives to be met as part of the position, essential information about the existing research infrastructure, as well as other position-specific requirements.

The minimum salary in accordance with the collective agreement is EUR 3.711,10 gross per month. If you have any questions, please contact Prof. Dr. Erna Szabo MBA, T +43 732 2469 3470, E-mail: erna.szabo@jku.at

The Johannes Kepler University wishes to increase the proportion of female faculty and, for this reason, especially welcomes applications from women. If applicants are equally qualified, women will be given preference for this position. The university welcomes applications from qualified candidates with physical disabilities. These applications will be given special consideration.

In compliance with a three-week application period, prospective candidates interested in this multifaceted position are invited to submit their application to the Rector of the Johannes Kepler University by 20.04.2018 at the latest. We look forward to electronically receiving your application submitted in English via bewerbung@jku.at.

Please attach the following documents with your application: cover letter including an account of your intent and qualifications for the position, current CV, list of publications, the three publications you consider to be most important, abstract of your doctoral dissertation, list of all previously held courses and lectures (including evaluation results if available), list of Masterlevel theses you have (co-)supervised, list of former research projects and collaboration efforts, list of previous practical experiences related to your research and teaching activities, summary of planned projects and objectives in research and teaching.

The Journal of International Business Policy (JIBP) editorial team is pleased to announce its inaugural call for review article proposals. A review article should offer a compelling overview of the latest advancements in a well-researched area within the field of international business policy. Rather than concentrating solely on international business scholarship, it should explore both explicit and implicit connections with related research streams in cognate fields, highlighting the benefits of cross-disciplinary idea exchange. A strong review article should not only summarize recent literature but also set a future research agenda that is firmly grounded in the review.

The author team, which may not exceed four authors, should ideally include a recognized scholar from a discipline other than international business. The proposal needs to clearly identify in the proposal the relevant expertise that each author brings to the subject of the review.

The JIBP Editorial Team will provide feedback to each proposal submission and will invite the authors of accepted proposals to submit a full article. In some cases, a proposal may be accepted conditionally, pending on major changes to the proposal.  First drafts of review papers will undergo a double-blind review process, with reviewers informed that the manuscript stems from an accepted proposal.

Proposals for review articles should be submitted by November 1, 2024, to the JIBP Managing Editor, Ms. Anne Hoekman (managing-editor@jibp.net). Proposals should be approximately three pages long, excluding the cover letter, references, and bios (max. 400 words per author), which can be added in an appendix. Good proposals generally include:

  • A convincing argumentation why a (new) review is needed;
  • If previous reviews have been published on the topic, an explanation what the value added is of a new review;
  • A discussion of the scope and inclusion/exclusion criteria of the review; 
  • An overview of the new perspectives and insights that the review article will provide and a discussion why these are policy-relevant;
  • A discussion of the relevant expertise that each author brings to the table (in appendix)

For more information on the boundaries of the field of international business policy, please refer to Van Assche and De Marchi (2024). To understand the distinctions between review articles, perspectives pieces, and commentaries, please read Narula (2024).

The Journal of International Business Policy (JIBP) editorial team is pleased to announce its inaugural call for review article proposals. A review article should offer a compelling overview of the latest advancements in a well-researched area within the field of international business policy. Rather than concentrating solely on international business scholarship, it should explore both explicit and implicit connections with related research streams in cognate fields, highlighting the benefits of cross-disciplinary idea exchange. A strong review article should not only summarize recent literature but also set a future research agenda that is firmly grounded in the review.

The author team, which may not exceed four authors, should ideally include a recognized scholar from a discipline other than international business. The proposal needs to clearly identify in the proposal the relevant expertise that each author brings to the subject of the review.

The JIBP Editorial Team will provide feedback to each proposal submission and will invite the authors of accepted proposals to submit a full article. In some cases, a proposal may be accepted conditionally, pending on major changes to the proposal. First drafts of review papers will undergo a double-blind review process, with reviewers informed that the manuscript stems from an accepted proposal.

Proposals for review articles should be submitted by November 1, 2024, to the JIBP Managing Editor, Ms. Anne Hoekman (managing-editor@jibp.net). Proposals should be approximately three pages long, excluding the cover letter, references, and bios (max. 400 words per author), which can be added in an appendix. Good proposals generally include:

  • A convincing argumentation why a (new) review is needed; If previous reviews have been published on the topic, an explanation what the value added is of a new review;
  • A discussion of the scope and inclusion/exclusion criteria of the review;
  • An overview of the new perspectives and insights that the review article will provide and a discussion why these are policy-relevant;
  • A discussion of the relevant expertise that each author brings to the table (in appendix)

For more information on the boundaries of the field of international business policy, please refer to Van Assche and De Marchi (2024). To understand the distinctions between review articles, perspectives pieces, and commentaries, please read Narula (2024).

JIBS Special Issues address under-researched or controversial topics, and new emerging themes in international business. Special Issues should encourage new streams of insightful and influential research, in line with the JIBS Statement of Editorial Policy. The JIBS Editors welcome in particular, Special Issue proposals that connect mainstream research performed within the AIB community and streams of research on international business issues developed in related disciplines, and where these strands of research have so far been developed largely independently of one another. The team of Guest Editors for a Special Issue will typically include at least one JIBS Editor as the Supervising Editor, but there is no requirement to include a JIBS Editor in any initial Special Issue proposal, as the editorial team will add an appropriate Supervising Editor after acceptance of the proposal. The proposal should include a maximum of four guest editors (not including the JIBS Supervising Editor). There are typically two JIBS Special Issues published each year.

JIBS also invites proposals for Review Articles. A Review Article should include a compelling summary of the state-of-the-art in a well-researched subject area within the international business field. In addition, it should explore the links, both explicit and implicit ones, between this subject area and complementary research streams in related disciplines: here, it should demonstrate the value of cross-fertilization of ideas from international business and from these complementary research streams, and it should establish an agenda for future research. The team of authors of a Review Paper should ideally include a recognized scholar from another discipline than international business. A JIBS Editor will be actively involved in providing feedback to the authors at an early stage, after proposal acceptance. First drafts of Review Articles will be subjected to a double blind review process, but the reviewers will be informed that the submitted manuscript results from a Review Article proposal that has been accepted by the Editors. The expectation is that manuscripts should go through only one round of revisions.

All proposals for Special Issues should be submitted by July 1, 2024, and all proposals for Review Articles should be submitted by July 1, 2024, to the JIBS Managing EditorMs. Anne Hoekmanplease note that no extensions will be offered for these deadlines.

A proposal should be approximately 3 pages long, excluding cover letter, references and bios, which can be added in an appendix to the proposal; bios should be limited to 400 words per contributor. Please submit everything in one PDF file. Please note that one criteria used in evaluating any proposal is originality and novelty of the topic, so we ask that submitters disclose any previously published or in process projects on similar themes in a cover letter; if disclosing any projects on a similar topic, please also fill out and include an originality matrix.

For more information:

Previously published Review Article topics

Review Article FAQs

Journal of the Academy of Business and Emerging Markets (JABEM) — a peer-reviewed, Open Access, and free — interdisciplinary journal has seen consistent growth for the last few years as evidenced by increased no of submissions, citations and special issues edited by eminent professors. To manage balanced growth and representation in emerging markets, JABEM invites applications for the role of associate editor for a 3-year renewable term. It's a voluntary position.  

The associate editors work closely with EIC in developing the papers, handling special issues, and increasing journal's reach, as well as indexing and internationalization. JABEM (ISSN: 2563-6960, OCLC: 1225506645) is currently indexed in DOAJ, Ulrich's directory, WorldCat, ERIH+, Dimensions, Sherpa Romeo, Google Scholar, among others and archived in Library and Archives Canada at https://epe.lac-bac.gc.ca/100/201/300/jabem/index.html. The Journal details are at https://www.abem.ca/journal or https://doaj.org/toc/2563-6960.

If interested, please apply with your resume and a short note of how you plan to contribute to the Journal's development. Preference will be given to scholars interested in emerging market issues or those based in developing countries, emerging markets, or islands. Application should be sent to jabem@abem.ca by May 30, 2024.

Please send proposals to

Kim Cahill, Managing Editor (kimberly.cahill@villanova.edu)

The Journal of World Business (JWB) invites proposals for special issues with a due date of June 15, 2016.

JWB has a long tradition of publishing high impact special issues on emerging or provocative topics within the editorial purview of the journal. The objective of these special issues is to assemble a coherent set of papers that move understanding of a topic forward empirically and theoretically. Therefore, as a rule, JWB will not publish special issues based solely on papers presented at conferences or workshops. Rather, special issues must be motivated by a clear and compelling focus on an issue that is timely, significant and likely to generate interest among JWB's readership.

PROCESS

Prospective guest editor(s) should submit written proposals that incorporate the rationale for the special issue topic, positions it in the literature, and include some illustrative topics that papers could focus upon.The proposal should also include a draft of the actual call for papers and outline the credentials of the guest editor(s).

After the closing date, the JWB editorial team will review the proposals submitted and select one to three for further assessment. This additional analysis may include communication with prospective guest editors, suggestions as to how to strengthen the proposal and/or recommendations for the addition of other guest editors. Following this consultation, one proposal will generally be selected by the Editor in Chief to progress, although the guest editor(s) may still be asked to develop and refine the proposal further. The Editor-in-Chief will generally assign a JWB Senior Editor to serve on the SI editorial team as the Supervising Editor. The Supervising Editor will be responsible for acting as a liaison between the JWBeditorial team and the guest editor(s) and ensuring that JWB editorial standards are maintained through the special issue process. She/he will be actively involved in the entire editorial process, including helping to select which papers are sent for review, identifying and assigning reviewers and in preliminary decisions throughout the review process. However, the ultimate decision to accept or reject papers rests with the Editor in Chief.

GUEST EDITOR(S)’ ROLE

The guest editor(s) will be responsible for publicizing the call for papers and for generating submissions for the special issue. If appropriate, they may host a workshop for papers being considered for the special issue but attendance at the workshop cannot be a prerequisite for the acceptance of papers. They will also be actively involved in all stages of the review process in terms of inviting reviewers and making preliminary decisions on submissions. The review process will be managed online through the EES system. It is also expected that the guest editors will write an introductory article that will position the special issue in the relevant literature and briefly introduce the papers in the issue. This paper will be subject to editorial review. In order to prevent any perception of conflicts of interest, it is JWB policy that Guest Editors cannot submit to the special issue as authors of papers beyond the introductory article. 

Because several proposals were approved in response to our last call, we anticipate an especially competitive process for this round, with no more than one or two proposals likely to be approved.

JWB has a long tradition of publishing high impact special issues on emerging or provocative topics within the editorial purview of the journal. The objective of these special issues is to assemble a coherent set of papers that move the understanding of a topic forward empirically and theoretically. Therefore, as a rule, JWB will not publish special issues based solely on papers presented at conferences or workshops. Rather, special issues must be motivated by a clear and compelling focus on an issue that is timely, significant and likely to generate interest among JWB's readership.

The due date for submission of the proposals and supporting documents is June 17, 2019. Please submit your documents by email to the JWB Managing Editor Ms. Michaela Correa (JWB@business.rutgers.edu).

PROCESS

Prospective guest editor(s) should submit written proposals that incorporate the rationale for the special issue topic, positions it in the literature, and include some illustrative topics that papers could focus upon. The proposal should also include a draft of the actual call for papers and outline the credentials of the guest editor(s). Please submit the following documents:

  1. The proposal, including the draft call for papers.
  2. CVs of the guest editors.
  3. Any additional information such as plans for special issue workshops.

After the closing date, the JWB editorial team will review the proposals submitted and select one to three for further assessment. This additional analysis may include communication with prospective guest editors, suggestions as to how to strengthen the proposal and/or recommendations for the addition of other guest editors. Following this consultation, one proposal will generally be selected by the Editor in Chief to progress, although the guest editor(s) may still be asked to develop and refine the proposal further. The Editor-in-Chief will generally assign a JWB Senior Editor to serve on the SI editorial team as the Supervising Editor. The Supervising Editor will be responsible for acting as a liaison between the JWB editorial team and the guest editor(s) and ensuring that JWB editorial standards are maintained through the special issue process. She/he will be actively involved in the entire editorial process, including helping to select which papers are sent for review, identifying and assigning reviewers and in preliminary decisions throughout the review process. However, the ultimate decision to accept or reject papers rests with the Editor in Chief.

GUEST EDITOR(S)’ ROLE

The guest editor(s) will be responsible for publicizing the call for papers and for generating submissions for the special issue. If appropriate, they may host a workshop for papers being considered for the special issue, but attendance at the workshop cannot be a prerequisite for the acceptance of papers. They will also be actively involved in all stages of the review process in terms of inviting reviewers and making preliminary decisions on submissions. The review process will be managed online through the system. It is expected that the guest editors organize the review process consistent with the journal’s high standards in terms of quality and process efficiency (e.g., turnaround times). It is also expected that the guest editors will write an introductory article that will position the special issue in the relevant literature and briefly introduce the papers in the issue. This paper will be subject to editorial review. In order to prevent any perception of conflicts of interest, it is JWB policy that Guest Editors cannot submit to the special issue as authors of papers beyond the introductory article. 

This process is highly competitive with 1-2 proposals typically accepted per round.

QUALIFICATIONS: The Management Department in the College of Business Administration at Kansas State University is seeking to hire an assistant professor for a tenure-track appointment. We are specifically seeking candidates with strong interpersonal skills who are qualified to teach and do research within the field of Business Strategy. Preference will be given to those who can also teach in the areas of entrepreneurship or human resource management, as well as those who have industry experience in strategy, entrepreneurship, or human resource management. Responsibilities will primarily include conducting and publishing academic research and teaching two courses per semester, along with assisting in the service mission of the Department. Candidates must demonstrate the ability to conduct high-quality research projects for journal publication and conference presentation. Prior teaching experience at the university level is strongly preferred. It is required that candidates have completed a Ph.D. in Business Strategy or a closely related field.  Candidates who are ABD in these fields will also be considered, but must complete their PhD within 6 months of the starting date.

THE UNIVERSITY AND COLLEGE OF BUSINESS ADMINISTRATION:   Kansas State University is a state-supported institution of more than 23,000 students. The University is recognized for the quality of its academic programs and for consistently producing winners of top national scholarships. The 668-acre main campus is located in beautiful Manhattan, Kansas (population approximately 50,000) a community nestled in the Flint Hills of Northeast Kansas. The College of Business Administration is one of 10 Colleges on the main campus. The College, with 2800 undergraduate and graduate students and 55 full-time faculty, consists of four academic departments: Accounting, Finance, Management, and Marketing. The College is accredited by AACSB at the bachelors and masters level in both business administration and accounting.

DEPARTMENT OF MANAGEMENT: The Management Department is the largest department in the college and grants about 300  degrees each year. The Department houses two centers and is active in several research initiatives. 

SALARY: Salary is commensurate with experience and qualifications.

EMPLOYMENT POLICY: Kansas State University is an Affirmative Action/Equal Opportunity employer and actively seeks/pursues employee diversity. Background check required.

APPLICATION: Application screening will begin August 23, 2011. Please send cover letter, vita, examples of publications, summarized teaching evaluations, list of references and other evidence of qualifications to (email preferred):

Ms. Tammie Hartwick
Search Committee
Department of Management, Calvin 101
Kansas State University
Manhattan, KS 66506
tsh@ksu.edu

Department of Graduate Management Studies - Two Positions:

1. International Management - to teach graduate courses in both the Global MBA and Executive MBA options. The candidate must have a strong focus and background in International Business/Global Management. The new faculty is expected to be active in expanding the department’s global network to new regions with priority given to South America and Africa. Preference will be given to applicants that can demonstrate a research and teaching record at the graduate level in the areas of International HR Management, Cross Cultural Management or Global Leadership.

2. Global Information Management - to teach at the graduate level in the areas of Global Information Management, Knowledge Management, Global Enterprise systems and Project Management. Experience in running business simulation games is a plus. The faculty member is also expected to be active in developing cooperation agreements with universities abroad.

Both positions required a doctorate from an accredited school and a proven research record; ABD considered with completion date by September 1, 2011. Contact Dr. David Shani, Chairperson, at dshani@kean.edu.

Kean, a comprehensive New Jersey state University, is committed to excellence and access and to developing, maintaining and strengthening interactive ties with the community. Kean University takes pride in its continuing effort to build a multicultural professional community to serve a richly diversified student population of almost 16,000. The University sits on three adjoining campus sites covering 180 acres, two miles from Newark Liberty International Airport and thirty minutes from New York City.

All open faculty positions are at the rank of Assistant/Associate Professor. Positions are ten-month, full-time tenure-track assignments, effective September 1, 2011 unless otherwise indicated. Teaching assignments and related responsibilities may include day, evening, weekend and online courses. Courses are taught at the Union campus but some positions may include assignments at Ocean County College in Toms River, New Jersey or other locations.

All faculty are expected to demonstrate a commitment to teaching excellence and an on-going program of research and publication or creative and performance activity. Participation in curriculum development, student advisement and service at the departmental/school, college and university level is also required. Interest or experience in using advanced instructional technologies to improve the teaching/learning process is highly desirable. All positions are subject to availability of funds, due to financial exigencies.

Kelley School of Business Indianapolis Faculty Positions in Management (Open Rank) Indiana University Kelley School of Business Indianapolis invites applications for positions in Management beginning in August 2011. Applications are encouraged for tenure-track, clinical, and lecturer positions at all ranks. We anticipate filling at least one tenure-track position and one non-tenure-track position. Appointment rank will be dependent on qualifications and research history. Qualified candidates must hold a Ph.D. from an accredited institution for tenure-track position and preferred for clinical and lecturer appointments, as is evidence of scholarly activity.

For full position announcement and requirements, please click here.  Qualified applicants should submit electronically their cover letter of application, including a list of three references, and vita/resume to Sherri Hendricks, email: slhendri@iupui.edu (Indiana University, Kelley School of Business). The deadline for applications is December 15, 2010 or until the positions are filled. Indiana University is an AA/EOE Employer, Educator and Contractor, M/F/D

Northwestern University's Kellogg School of Management offers cases that academic researchers and business trainers can use for educational purposes. Through the keyword search, users can find cases in various disciplines. The search result will direct users to an abstract of the case. Full access to the text is available for a fee.

Located in suburban Atlanta, GA, Kennesaw State University is now accepting applications for a twelve-month, tenure track faculty member meeting the requirements of full professor to serve as Director of the Michael A. Leven School of Management, Hospitality & Entrepreneurship in the Coles College of Business. The Leven School is a newly transformed unit, having recently emerged from a department with the addition of two new majors in entrepreneurship and hospitality. We seek an innovative leader to build on the strongly collegial and entrepreneurial culture of the school. Please see more details at: https://facultyaffairs.kennesaw.edu/faculty_openings.php

About Us

A leader in innovative teaching and learning, Kennesaw State University is one of the 50 largest public institutions in the country. KSU offers more than 150 undergraduate, graduate and doctoral degrees to its more than 41,000 students. With 11 colleges on two metro Atlanta campuses, Kennesaw State is a member of the University System of Georgia and the third-largest university in the state. The university’s vibrant campus culture, diverse population, strong global ties, entrepreneurial spirit, and Division I athletics draw students from throughout the region and from 92 countries across the globe. Ranked a top choice for students by U.S. News, Kennesaw State is a Carnegie-designated doctoral research institution (R2), placing it among an elite group of only 6 percent of U.S. colleges and universities with an R1 or R2 status.

Location

Our Kennesaw campus is located at 1000 Chastain Road NW, Kennesaw, GA 30144. Our Marietta campus is located at 1100 South Marietta Parkway, Marietta, GA 30060.

Department Information

Michael J. Coles College of Business is fully accredited by AACSB International. The College comprises 6,000+ students across undergraduate and graduate programs.

Job Summary

Kennesaw State University is now accepting applications for a twelve-month, tenured faculty member meeting the requirements of full professor to serve as Director of the Michael A. Leven School of Management, Hospitality & Entrepreneurship in the Coles College of Business beginning July 1, 2021.

Responsibilities

The Leven School is a newly transformed unit, having recently emerged from a department with the addition of two new majors in entrepreneurship and hospitality.  Our diverse school now comprises three degrees, three centers, 60+ faculty across several disciplines, and 1,100+ student majors. 

We seek an innovative leader to build on the strongly collegial and entrepreneurial culture of the department. The Director shall serve as the facilitative and pioneering academic leader of the Leven School with primary responsibilities including but not limited to:

  • Developing an innovative, contemporary strategic vision and path to transform the school
  • Achieving university goals for R2 status (e.g., research opportunities, interdisciplinary programs/research, external funding, business engagement)
  • Growing undergraduate programs and developing timely curriculum
  • Driving student success and graduation rates
  • Supporting graduate programs (e.g., MBA, Georgia WebMBA, Ph.D.)
  • Leading external business engagement in promoting different degrees and supporting College fundraising goals
  • Leading the School’s marketing and alumni relations
  • Emphasizing diversity
  • Supporting a transparent shared governance environment
  • Managing and developing faculty and staff
  • Advocating for the needs and interests of the School’s programs, students, and faculty

We strongly encourage applications from diverse candidates.

Required Qualifications

  • An earned doctorate, or its foreign equivalent, in a management-related discipline (e.g., organizational behavior, human resources, strategy, entrepreneurship, international business, operations and supply chain, hospitality, etc.)
  • A record of success in teaching, research, and service commensurate with the rank of a tenured full professor at Kennesaw State University
  • An ability to successfully develop and implement a strategic vision
  • A proven capability to engage with external business and professional communities
  • A demonstrated commitment to a work environment that includes diverse populations, scholarship, and teaching

Preferred Qualifications

  • The earned doctorate is from an AACSB accredited institution
  • A strong understanding of the academic disciplines and centers housed in the School
  • Administrative experience (e.g., budgets, hiring, retention, etc.)
  • An understanding of and willingness to contribute to AACSB accreditation processes

Required Documents to Attach

  • Cover letter providing evidence of transformative leadership
  • Curriculum vitae
  • A statement of leadership philosophy
  • Unofficial transcripts (official transcripts due upon hire)
  • List of at least four references

Apply Before Date

To guarantee consideration, applications must be received by March 15, 2021.

Contact Information

For questions about this faculty opening, please contact Michael Maloni, mmaloni@kennesaw.edu.

For more information or questions about a faculty job posting, please contact Academic Affairs at facultyjobs@kennesaw.edu. For technical support, please call OneUSG Connect Support at 877-251-2644, or by email at sscsupport@ssc.usg.edu.

Equal Employment Opportunity

Kennesaw State University is an Equal Employment Opportunity/Affirmative Action Employer. It is the policy of Kennesaw State University to recruit, hire, train, promote and educate persons without regard to age, color, disability, ethnicity, gender, national origin, race, religion, sexual orientation, or status as a protected Veteran. Kennesaw State University is a participant in the Employment Eligibility Verification Program (E-Verify) effective October 15, 2007.  

Participant ID: 61415 

The Michael J. Coles College of Business at Kennesaw State University is seeking a Visiting Assistant Professor for a 1-year term starting August 1, 2018. Candidates for the 1-year limited term position must have a minimum PhD from an AACSB institution in Management or related field, or its foreign equivalent (ABDs will be considered). Candidates must provide evidence of teaching effectiveness both online and face-to-face. Candidates must have the ability and interest to teach multiple courses (i.e., General Management, International Management, Strategic Management). 

To guarantee consideration, application materials must be received by June 13, 2018 through the university online application system (facultyjobs.kennesaw.edu) but the position will remain open until filled. Candidates should submit: (1) a letter of application addressing the candidate's qualifications, (2) recent university teaching evaluations, (3) current curriculum vitae, (4) unofficial graduate transcripts (official graduate transcripts are due prior to employment), and (5) contact information for three references. Only complete applications submitted online will be considered. 

Please email all questions to Robin Cheramie, Department Chair in Management and Entrepreneurship, rcheram1@kennesaw.edu

Michael J. Coles College of Business is fully accredited by AACSB-International. The Department of Management and Entrepreneurship consists of 40 full-time faculty members. Our department offers undergraduate BBA degrees in Management and Entrepreneurship. For more information related to the college and department, please visit our website at coles.kennesaw.edu. 

For more than 50 years, Kennesaw State University has been known for its entrepreneurial spirit and sense of community. Offering campuses in Marietta and Kennesaw, the university is located just north of Atlanta and combines a suburban setting with access to one of the country's most dynamic cities. As Georgia's third-largest university, Kennesaw State offers more than 100 undergraduate and graduate degrees, including a growing number of doctoral programs. Designated by the Board of Regents of the University System of Georgia as a comprehensive university, Kennesaw State is committed to becoming a world-class academic institution positioned to broaden its academic and research missions and expand its scope on a local, regional and national level. 

Kennesaw State University, a member of the University System of Georgia, is an Equal Opportunity/Affirmative Action employer and does not discriminate on the basis of age, color, disability, national origin, race, religion, sex, sexual orientation, and/or veteran status. Georgia is an Open Records state.

Kent Business School (KBS) is seeking to appoint a Lecturer or Senior Lecturer in Strategy, Entrepreneurship or International Business to provide teaching, research, and operational leadership to the Strategy and International Business group and make an outstanding research contribution within their discipline to the group and the School. At the Senior Lecturer level applicants need to demonstrate a clear record of publications in top quality journals and, preferably, the successful award of grant applications.

Location                                            Canterbury, UK
Contract Type                                   Open Ended
Salary Type                                       Per Annum
Salary (£)                                           30870 – 52556
Closing date for applications:       11 December 2011

The Person

It would be an advantage for the applicant to hold a PhD in the subject area and/or a relevant professional qualification. You will also have relevant experience of delivering high quality teaching. Successful completion of internationally excellent research including publication in refereed academic journals and obtaining research grants as well as having up-to-date and advanced knowledge of the subject area are all essential to this position.

The Strategy and International Business Department at KBS

The Strategy and International Business Department at KBS currently consists of Vinh Chau, Alison Dean, Maria Emmanouilidou, Fragkiskos Filippaios, Mark Hampton, Sue Hornibrook, Shenxue Li, Alex Mohr, Carmen Stoian, and Krystin Zigan. Our research interests include
• Internationalisation of Professional Services Firms
• International Strategic Alliances
• Non-market strategies
• Dynamic capabilities and performance management
• Management of not-for-profit organisations
• International Business in Central- and Eastern Europe
• Corporate Social Responsibility

Our research has been published in major journals, such as, Academy of Management Review, Journal of International Business Studies, Research Policy, Journal of Business Venturing, Annals of Tourism Research, British Journal of Management, Journal of Common Market Studies, Journal of World Business, Management International Review, International Business Review, Long Range Planning, etc. Much of our research results from consultancy projects (e.g. UNCTAD) and/or is carried out in cooperation with (multinational) corporations, such as, for example, Mercedes Benz, Siemens or Accenture. Our research has been funded by the British Academy, the DAIWA Anglo-Japanese Foundation, and various other funding bodies.

For further information on the group visit
http://www.kent.ac.uk/kbs/research/research-groups/strategy-intl_business/index.html

Kent Business School

Kent Business School was established in 1989, building on two decades of postgraduate management education and research at the University. Our MBA programme was established in 1991 and, in September 1992, we moved to new, purpose-built premises. In 1995 the University’s programmes and staff in Accounting & Finance and in Industrial Relations & Human Resource Management were transferred to the School, followed in 1997 by programmes and staff in Management Science. The School has 1676 students on two campuses, 293 postgraduates (including 56 research students) and 1383 undergraduates, distributed across all our programmes.

A strategic decision to invest in it has seen the Business School grow in size and calibre since 2003. The appointment of new and highly motivated staff has transformed the research culture within the School, attracting interest nationally and internationally. Through the dedication and commitment of all our staff, we are steadily building on the successes of our foundational years to create a forward–looking Business School with global reach, creating stimulating research and learning environments.

The 2008 RAE results demonstrate the School’s research excellence. Kent Business School moved up from 52nd place in 2001 to 21st place, as more than half of the School's research activity (55%) was classified as 'world leading/international excellent research' (3* and 4*). Overall, the Business School ranks 29th, positioning the School in the top third of the 90 UK Business and Management Schools included in the Research Assessment Exercise (RAE).

For further details, please visit: www.kent.ac.uk/kbs

Further Information

Closing date for applications: 11 December 2011
Interviews are expected to be held: Jan/Feb 2012 - exact date to be confirmed

For informal discussion only, please contact: Professor Alex Mohr, Head of the International Business/Strategy Group: a.t.mohr@kent.ac.uk; Dr. Filippaios will be at this year’s EIBA conference in Bucharest (December 8th-10th) and will also be available for discussion f.filippaios@kent.ac.uk.

For further information and to apply on-line please visit the University of Kent's website at http://www.kent.ac.uk/jobs/.

This is a full-time post.

King's College London is one of the top 25 universities in the world (2018 QS World University Rankings) and the fourth oldest university in England, with nearly 30,000 students from some 150 countries, and 8,000 employees. King’s Business School is the ninth and newest research-intensive faculty located in the iconic Bush House in the heart of London, a hub for engagement with business, the City, social enterprise, government and the public sector. King’s Business School attracts students from over 80 countries into our undergraduate and specialist MSc programmes.

In order to achieve our ambitions we are now looking to recruit a Professor with a specialism in international business and comparative management. The successful candidate will initiate, lead and launch research projects and be passionate about bridging the gap between the academic community and business world. Applications are sought from distinguished scholars who have an outstanding international profile in the field of international business and/or comparative management with strong interests in being a part of the Strategy, International Management & Entrepreneurship Group. A flagship course for the Business School, the Group hosts the highly successful MSc in International Management (MiiM) which attracts large numbers of applicants.

The post-holder will be expected to contribute to the Group in the areas of research, impact, teaching and administration. The School places a premium on international levels of scholarship and research excellence as we continue to develop key international partnerships to support our significant growth agenda. You will hold a PhD in a relevant field and have a high-quality track record of publications in leading referred journals. A history of successful grant applications as well as ability to translate research into impactful insights for practice or policy would be beneficial.

The deadline for applications is midnight on the 20th April 2018. The selection process will include a presentation and panel interview. Interviews are scheduled to be held in May 2018.

To apply for this role, please go to the King’s College London HireWire Job Board and register to download the information pack and submit the specified documentation. Informal enquiries may be made to the King’s Search team; please contact Sarah Fraser at kings-search@kcl.ac.uk or call +44(0)20 7848 3923.

Managing individuals and organizations successfully in turbulent and highly diverse contexts requires, among others, a better understanding of commonalities and differences of these contexts, their unique demands and their changes over time. In particular, knowledge and knowledge flows across various kinds of boundaries, interaction processes among and between different types of individual and collective actors and the role of basic assumptions and action-related values play a key role. In this special issue of Cross Cultural Management, which provides a focused academic platform for encouraging research on cross-cultural aspects of management, work and organization, we would welcome empirical and conceptual papers in the following areas:

* Specific knowledge required for individual and organizational goal achievement in culturally mixed settings
* Boundaries inhibiting and promoting knowledge flows
* The role of knowledge migration for individual and organizational effectiveness
* Different forms of knowledge migration
* Specifics of communication processes in turbulent and culturally mixed environments
* The role of different forms of communication in knowledge migration processes
* New media and communication in culturally mixed settings
* The role of mass media in knowledge migration
* Convergence, divergence or stasis? Individual and collective values and their development over time
* The relationship of values and culture
* Value changes between generations -- myth, reality or ?
* Work-related values of young graduates and their implications for organizations and societies.


The special issue welcomes papers from a broad range of theoretical and methodological positions and is open to empirical as well as conceptual contributions related to the issues of knowledge migration, communication, and value change from the perspective of cross-cultural competence and management.

Additionally, selected papers submitted to the VIIIth IACCM Conference 2009 will be invited for publication in this special issue.

Deadline for submissions: 1 October 2009
Expected publication date: 2010

Submissions are made using Scholar One's Manuscript Central online submission system. This is accessible at: http://mc.manuscriptcentral.com/ccmij Please ensure that your submission complies with the journal's manuscript requirements which can be found on the journal homepage at: www.emeraldinsight.com/ccm.htm


Dr Katharina Chudzikowski,
Interdisciplinary Group for Management and Organisational Behaviour,
WirtschaftsuniversitÌt Wien, Althanstrasse 51, A-1090 Wien, Austria
Web site: www.wu-wien.ac.at/inst/ivm
Tel: +43-1-313 36-4009
Fax: +43-1-313 36-90-4009
E-mail: Katharina.Chudzikowski@wu-wien.ac.at


Professor Gerhard Fink,
Research Institute for European Affairs,
WirtschaftsuniversitÌt Wien, Althanstrasse 39-45, A-1090 Wien, Austria
Web site: www.wu-wien.ac.at/wuw/institute/europainstitut/team/fink
Tel.: +43-1-313 36-4137
Fax: +43-1-313 36-90-4137
E-mail: gerhard.fink@wu-wien.ac.at


Professor Wolfgang Mayrhofer,
Interdisciplinary Group for Management and Organisational Behaviour,
WirtschaftsuniversitÌt Wien, Althanstrasse 51, A-1090 Wien, Austria
Web site: www.wu-wien.ac.at/inst/ivm
Tel: +43-1-313 36-4554
Fax: +43-1-313 36-90-4554
E-mail: wolfgang.mayrhofer@wu-wien.ac.at

We are inviting chapters of approximately 10,000 words (although there is much room for flexibility to accommodate the different topics) towards this research handbook. Based on the requests from some of the potential contributors, we have extended the deadline to 30th September 2019. Once the chapters are submitted, comments will be provided to the authors within 2 months, and we will seek the final version of the chapters from authors in another 3-4 months. We request you to submit your chapters to researchhandbook1@gmail.com. Please let us know if you have any questions. We look forward to receiving your chapter. 

Editors: 

Zaheer Khan, University of Kent, UK (z.a.khan@kent.ac.uk)

Smitha R. Nair, University of East Anglia, UK (s.ravindranathan-nair@uea.ac.uk

Yong Kyu Lew, Hankuk University of Foreign Studies, Republic of Korea (yklew@hufs.ac.kr

The research handbook aims to bring together the burgeoning and fragmented literature on Knowledge Transfer in the international context, and to provide a definitive direction for future debates and enquiries. While the modern business landscape has become more complex and turbulent, firms have increasingly embraced multiple types of knowledge collaboration and acquisition (by way of strategic alliances and acquisitions) in their attempts to expand into wider markets and consolidate their position, gain access to resources, and acquire technology and know-how (Almeida, Song and Grant, 2002; Bresman, Birkinshaw and Nobel, 1999; Dhanaraj et al., 2004; Lane, Salk and Lyles, 2001; Mudambi, Piscitello and Rabbiosi, 2014; Nair, Demirbag and Mellahi, 2016; Perez-Nordtvedt et al., 2008; Sarala et al., 2016). These collaborative networks often prove to be ‘fertile grounds’ for firms to engage in knowledge exchange and learning, which is considered vital for creating competitive advantage (Argote and Ingram, 2000; Kogut and Zander, 1993; Lyles and Salk, 1996). This has paved way for the growing literature on knowledge transfer, especially between organisations (or organisational units) that are geographically dispersed across different countries or continents. The extant research has largely explored the different antecedents and consequences pertaining to knowledge transfer (Andersson et al., 2015; Driffield, Love and Menghinello, 2010; Foss and Pederson, 2002; Gupta and Govindarajan, 2000; Khan et al., 2015; Minbaeva et al., 2003; Szulanski, Ringov and Jensen, 2016; van Wijk et al., 2008; Zhao and Anand, 2009), while spanning different levels of analysis, including inter-firm, firm, group and individual. The literature also extensively borrows from a wide range of theoretical perspectives to explain the knowledge transfer mechanisms at work with regard to these antecedents and/or consequences. These diverse themes and perspectives have contributed to the fragmented state of the literature and hence this book proposes to highlight emerging common ground and concerns between these themes, and to promote cross-fertilization of ideas and theoretical integration in the context of international knowledge transfer. The digitization and orchestration of diverse global value chain activities also require new means to transfer cross-border knowledge within and across firms, therefore, research is needed in understanding the key mechanisms and timing of such mechanisms and how different mechanisms influence the cross-border knowledge transfer process. 

Thus, this handbook is timely and will provide fresh insights into the challenges faced by multinational enterprises whilst engaging in knowledge transfer and further highlight the contextual influences imposed by the industrial sectors and countries that they are associated with. The proposed volume offers a rare and unique opportunity for scholars engaged in research on knowledge transfer to share their findings in such a scholarly outlet. Chapters will be fresh, previously unpublished work, which has an international dimension. A list of indicative themes (but not limited to) that we look forward to receiving as potential contributions is listed below: 

Indicative Themes 

  • Theoretical perspectives relevant to knowledge transfer 
  • Micro-foundations of knowledge transfer 
  • Knowledge transfer processes: managerial and organisational mechanisms 
  • Cultural and institutional influences on knowledge transfer in various contexts 
  • Comparative analyses of cross-border/regional knowledge transfer 
  • Different aspects of knowledge transfer – dimensions, directions and levels, in the context of multinational networks, joint ventures, M&As and non-equity based strategic alliances 
  • Knowledge transfers, specifically to/from emerging/developing economies 
  • The role of leadership and top management teams in international knowledge transfer 
  • The role of social capital in knowledge transfer – networks & relationships 
  • Knowledge transfer, innovation & firm performance 
  • Knowledge characteristics and their influences on knowledge transfer 
  • The role of language in the process of cross-border knowledge transfer 
  • The impact of organizational structure and absorptive capacity in cross-border knowledge transfer 
  • Reverse knowledge transfer and its impact on innovation 
  • Cross-border knowledge combination between specialized firms 

References 

Almeida, P., Song, J. & Grant, R. M. (2002), Are Firms Superior to Alliances and Markets? An Empirical Test of Cross-Border Knowledge Building, Organization Science, 13(2), 147–161. 

Andersson, U., Gaur, A., Mudambi, R. & Persson, M. (2015), Unpacking interunit knowledge transfer in multinational enterprises. Global Strategy Journal, 5(3), 241-255.

Argote, L. and Ingram, P. (2000), Knowledge Transfer: A Basis for Competitive Advantage in Firms, Organizational Behavior and Human Decision Processes, 82(1), 150–169. Bresman, H., Birkinshaw, J. & Nobel, R. (1999), Knowledge Transfer in International Acquisitions. Journal of International Business Studies, 30(3), 439-462. 

Dhanaraj, C., Lyles, M. A., Steensma, H. K. & Tihanyi, L. (2004), Managing Tacit and Explicit Knowledge Transfer in IJVs: The Role of Relational Embeddedness and the Impact on Performance, Journal of International Business Studies, 35, 428-442. 

Driffield, N., Love, J. H. & Menghinello, S. (2010), The multinational enterprise as a source of international knowledge flows: Direct evidence from Italy, Journal of International Business Studies, 41, 350–359. 

Foss, N. J. & Pederson, T. (2002), Transferring Knowledge in MNCs: The Role of Sources of Subsidiary Knowledge in Organizational Context, Journal of International Management, 8(1), 49-67. 

Gupta, A. K. & Govindarajan, V. (2000), Knowledge Flows Within Multinational Corporations, Strategic Management Journal, 21, 473-496. 

Khan, Z., Shenkar, O., & Lew, Y.K. (2015), Knowledge transfer from international joint ventures to local suppliers in a developing economy. Journal of International Business Studies, 46(6), 656-675. 

Kogut, B. & Zander, U. (1993), Knowledge of the firm and the evolutionary theory of the Multinational Corporation, Journal of International Business Studies, 24(4), 625-645. 

Lane, P. J., Salk, J. E. & Lyles, M.A. (2001), Absorptive Capacity, Learning, and Performance in International Joint Ventures, Strategic Management Journal, 22, 1139-1161. 

Lyles, M. A. & Salk, J. E. (1996), Knowledge Acquisition from Foreign Parents in International Joint Ventures: An Empirical Examination in the Hungarian Context. Journal of International Business Studies, 27(5), 877-903. 

Minbaeva, D. B., Pedersen, T., Bjorkman, I., Fey, C. F. & Park, H. J. (2003), MNC knowledge transfer, subsidiary absorptive capacity, and HRM, Journal of International Business Studies, 34, 586–599. 

Mudambi, R., Piscitello, L. & Rabbiosi, L. (2014), Reverse knowledge transfer in MNEs: Subsidiary innovativeness and entry modes. Long Range Planning, 47(1-2), 49-63. 

Nair, S. R., Demirbag, M. & Mellahi, K. (2016), Reverse knowledge transfer in emerging market multinationals: The Indian context. International Business Review, 25(1), 152-164. 

Pérez-Nordtvedt, L., Kedia, B. L., Datta, D. K. & Rasheed, A. A. (2008), Effectiveness and Efficiency of Cross-Border Knowledge Transfer: An Empirical Examination. Journal of Management Studies, 45(4), 714-744. 

Sarala, R. M., Junni, P., Cooper, C. L. & Tarba, S. Y. (2016), A sociocultural perspective on knowledge transfer in mergers and acquisitions. Journal of Management, 42(5), 1230-1249. 

Szulanski, G., Ringov, D. & Jensen, R. J. (2016), Overcoming stickiness: How the timing of knowledge transfer methods affects transfer difficulty. Organization Science, 27(2), 304-322. 

van Wijk, R., Jansen, J.J., & Lyles, M.A. (2008), Inter‐and intra‐organizational knowledge transfer: a meta‐analytic review and assessment of its antecedents and consequences. Journal of Management Studies, 45(4), 830-853. 

Zhao, Z. J. & Anand, J. (2009), A multilevel perspective on knowledge transfer: Evidence from the Chinese automotive industry. Strategic Management Journal, 30(9), 959-983.

Faculty Position in Management

KOÇ UNIVERSITY Istanbul, Turkey

Koç University College of Administrative Sciences and Economics (CASE) invites applications for a full time faculty position in Management. Candidates from all ranks, especially those with expertise in HRM, entrepreneurship and innovation, OD/OT are encouraged to apply. Salary and benefits are competitive and commensurate with qualifications. Teaching load is three courses per year. Candidates should have a Ph.D. from an accredited university and a record of demonstrated research accomplishments. Koç University is committed to pursuit of excellence in both research and teaching. The medium of instruction is English.

Students typically rank in the top percentile of all high school graduates in Turkey. With its dynamic, stable, attractive and promising economy, Turkey is becoming the hub for leading business organizations with easy access to multiple markets including Europe, Russian Federation, Middle East, North Africa, Central Asia, and Caucasus. Koç University is the only university with EQUIS accreditation in Turkey and the surrounding region.

Since 2009 its graduate programs have been listed by Financial Times among the top 100 Executive MBA programs globally and ranked among the best business schools in Europe. Koç University became a member of CEMS – The Global Alliance in Management Education. The CEMS - MIM (Master of Science in International Management) program has been ranked 1st or 2nd by the Financial Times Master in Management Rankings.

Applicants should send a letter of application, current CV, and samples of publications to Office of the Dean (c/o Mrs. Sedef Çelik) College of Administrative Sciences and Economics Koc University Rumeli Feneri Yolu, Sariyer 34450 Istanbul, TURKEY e-mail: secelik@ku.edu.tr; Phone: (90-212) 338-1302

Korea University Business School (KUBS) (http://biz.korea.ac.kr/en) is seeking qualified applicants for a tenure-track faculty position in International Business at the Assistant/Associate Professor level. Preference will be given to applicants with teaching interests in international marketing and/or Asian emerging markets (e.g., Business in China). The primary responsibility of tenure-track faculty is to conduct high-quality research and teach international business courses in the undergraduate, MBA, and/or Ph.D. programs. The appointment starts either on September 1, 2015 or on March 1, 2016.

JOB QUALIFICATION: An earned Ph.D. in International Business or a related field with strong commitment to excellence in research and teaching is required. ABDs can be considered, provided that the degree will be earned by the appointment date.

JOB REQUIREMENTS: The appointee is expected to publish in top-tier IB or related journals. The teaching responsibility is six credit hours (two courses) each semester. The courses in our program include all areas in international business. All courses are to be taught in English.

ABOUT THE UNIVERSITY: Korea University is located in the vibrant city of Seoul, the capital of South Korea. KUBS, accredited by both AACSB and EQUIS, is the oldest and largest business school in Korea currently with about 88 full-time faculty members, and is expected to grow further. Recently, it has been repeatedly ranked as the country’s No. 1 business school. KUBS has approximately 2,500 undergraduate students, 650 students in MBA, 200 students in MS program, and 100 Ph.D. students in various majors such as International Business, Accounting, Finance, Marketing, Management, MIS, and Logistics Services and Operation Management

ABOUT THE INTERNATIONAL BUSINESS AREA: The International Business Area has currently 11 full-time faculty members (the biggest in Korea) and is planning to increase its size. The current faculty members represent various fields in international business, such as international strategy, international marketing, international finance, international trade, international HRM, cross-cultural management, international R&D, and international supply chain/purchasing management.

SALARY AND RESEARCH SUPPORT: Competitive salary level depending on qualifications and experience. Support for housing and education expenses is available for foreign faculty.

APPLICATION PROCEDURE: To assure full consideration, interested individuals must (1) send their current curriculum vitae to Search Committee Chair, Professor Chris Changwha Chung (E-mail: chungc@korea.ac.kr) by April 15, 2015 AND (2) submit their full application packages via the following website (http://kuweb.korea.ac.kr/faculty). The online application will be open from April 8 to April 29, 2015 (Korea Standard Time).

Tenure-track Faculty Position in International Business

Korea University Business School (KUBS) (http://biz.korea.ac.kr/en) is seeking qualified applicants for a tenure-track faculty position in International Business at the Assistant/Associate Professor level. Candidates should be willing and able to teach the undergraduate international business core course. The primary responsibility of tenure-track faculty is to conduct high-quality research and teach international business courses in the undergraduate, MBA, and/or Ph.D. programs. The appointment could start as early as September 1, 2017.

JOB QUALIFICATION: An earned Ph.D. in International Business or a related field with strong commitment to excellence in research and teaching is required. For a junior faculty with less than 5 years of experience since earning the doctoral degree, at least one top-tier journal publication is required. For a faculty with more than or equal to 5 years of experience since earning the doctoral degree, multiple top-tier journal publications are required. ABDs can be considered, provided that the degree will be earned by the appointment date and the candidate meets the publication requirement for a junior faculty candidate.

JOB REQUIREMENTS: The appointee is expected to publish in top-tier IB or related journals (our list of top-tier journals is close, yet not identical, to that compiled by UTD (http://jindal.utdallas.edu/the-utd-top-100-business-school-research-rankings/list-of-journals). The teaching responsibility is six credit hours (two courses) each semester. The courses in our program include all areas in international business. All courses are to be taught in English.

ABOUT THE UNIVERSITY: Korea University is located in the vibrant and increasingly globalizing city of Seoul, the capital of South Korea. KUBS, accredited by both AACSB and EQUIS and is a member of CEMS, is the oldest and largest business school in Korea at the moment, with about 86 full-time faculty members. Recently, it has been repeatedly ranked as the country’s No. 1 business school. KUBS has approximately 2,500 undergraduate students, 650 MBA students, 200 students in MS programs, and 100 Ph.D. students in various majors such as International Business, Accounting, Finance, Marketing, Management, MIS, and Logistics Services and Operation Management (LSOM).

ABOUT THE INTERNATIONAL BUSINESS AREA: The International Business Area has currently 11 full-time faculty members (the largest in Korea) and is planning to expand. The current faculty members represent various fields in international business, such as international strategy, international marketing, international finance, international trade, international HRM, cross-cultural management, international innovation management, and business in China.

SALARY AND RESEARCH SUPPORT: Competitive salary level depending on qualifications and experience. Support for housing and education expenses is available for foreign faculty.

APPLICATION PROCEDURE: To assure full consideration, interested applicants must send their current curriculum vitae to Area Chair, Professor Jon Jungbien Moon (E-mail: jonjmoon@korea.ac.kr) by the end of March. Promising candidates will be contacted individually for a campus visit during late April / early May.

Korea University Business School (KUBS) is the best research school in Korea and ranked 88th in the UTD Top 100 World Rankings of Business Schools based on Research Contribution 2008-2012.

KUBS has a full-time tenure-track opening in International Business (IB) at the Assistant/Associate Professor level, preferably to begin Spring 2014.

Candidates should have a Ph.D. degree in IB or other closely related disciplines, with potential for high-quality research and teaching. ABDs will be considered but must complete the degree prior to start date. Please note that this position is open to applicants with foreign (non-Korean) nationalities only.

Preferences will be given to applicants with research/teaching interests in (1) International Business Management, (2) International Strategy, (3) International Marketing, (4) International Human Resource Management, (5) Cross-cultural Management, and (6) Regional Studies.

The appointee is expected to publish in top-tier IB or related journals.

To assure full consideration, please send a statement of interest and qualifications, a current curriculum vitae, and samples of research and teaching effectiveness to Search Committee Chair, Professor Jaiho Chung, at jhochung@korea.ac.kr, by October 13, 2013.

Information about KUBS is available at http://biz2.korea.ac.kr

KOREA UNIVERSITY BUSINESS SCHOOL

Tenure-track Faculty Position in International Business Korea University Business School (KUBS) (https://biz.korea.ac.kr/en) is seeking qualified applicants for a tenure-track faculty position in International Business at the Assistant Professor level. The position is open to all areas of international business. The primary responsibility of tenure-track faculty is to conduct high-quality research and to teach IB-related courses in the undergraduate, MBA, and MS/Ph.D. programs. The appointment could start as early as March 1, 2019.

JOB QUALIFICATION: A Ph.D. degree in International Business or a related field, with strong commitment to excellence in research and teaching is required. Candidates are expected to show a strong publication record and/or promising research outputs in the pipeline. ABDs are welcome to apply, provided the degree is conferred by the appointment date.

JOB REQUIREMENTS: The appointee is expected to publish in top-tier IB or related journals (our list of top-tier journals is close, yet not identical, to the one compiled by UTD (http://jindal.utdallas.edu/the-utd-top-100-business-school-research-rankings/list-of-journals). The teaching responsibility is six credit hours (two courses) each semester. The courses in our program include all areas in international business. All courses are to be taught in English.

ABOUT THE UNIVERSITY: Korea University is located in the vibrant global metropolis of Seoul, capital of South Korea. KUBS, accredited by both AACSB and EQUIS and the Korean member of CEMS alliance, is the oldest and largest business school in Korea at the moment, with 83 full-time faculty members. KUBS has approximately 2,500 undergraduate students, 650 MBA students, and 300 students in MS/PhD programs, in various majors such as International Business, Accounting, Finance, Management, Marketing, LSOM, and MIS.

ABOUT THE INTERNATIONAL BUSINESS AREA: The International Business Area has currently 11 full-time faculty members (the largest in Korea). The current faculty members represent various fields in international business, such as business in China, cross-cultural management, global strategy, international finance, international HRM, international innovation management, international marketing, and international trade.

SALARY AND RESEARCH SUPPORT: We offer competitive salary based on qualifications and experience. Support for housing and education expenses is available for foreign faculty.

APPLICATION PROCEDURE: To assure full consideration, interested applicants must send their current curriculum vitae to Area Chair, Professor Jon Jungbien Moon (e-mail: jonjmoon@korea.ac.kr) by Friday, September 28, 2018 (KST). Promising candidates will be contacted individually soon afterwards, and invited for a campus visit during the month of October.

Korea University Business School (KUBS) (https://biz.korea.ac.kr/en) is seeking qualified applicants for a tenure-track faculty position in International Business/ Global Entrepreneurship/ Sustainability or Social Entrepreneurship/ Global Value Chains/ International Finance or Economics at the Assistant Professor level. The position is open to all areas of international business. The primary responsibility of tenure-track faculty is to conduct high-quality research and to teach IB-related courses in the undergraduate, MBA, and MS/Ph.D. programs. The appointment could start as early as March 1, 2022.

JOB QUALIFICATION: A Ph.D. degree in International Business or a related field, with a strong commitment to excellence in research and teaching, is required. Candidates are expected to show a strong publication record and/or promising research outputs in the pipeline. ABDs are welcome to apply, provided that the degree will be granted by the appointment date.

JOB REQUIREMENTS: The appointee is expected to publish in top-tier IB or related journals (our list of top-tier journals is close, yet not identical, to the one compiled by UTD). The teaching responsibility is six credit hours (two courses) each semester. The courses in our program include all areas in international business. All courses are to be taught in English.

ABOUT THE UNIVERSITY: Korea University is located in the vibrant global metropolis of Seoul, the capital of South Korea. KUBS, accredited by both AACSB and EQUIS and is a member of CEMS alliance, is the oldest and largest business school in Korea at the moment, with about 83 full-time faculty members. KUBS has approximately 2,500 undergraduate students, 650 MBA students, 200 students in MS programs, and 100 Ph.D. students in various majors such as International Business, Accounting, Finance, Management, Marketing, LSOM, and MIS.

ABOUT THE INTERNATIONAL BUSINESS AREA: The International Business Area has currently 11 full-time faculty members (the largest in Korea). The current faculty members represent various fields in international business, such as business in China, cross-cultural management, global strategy, international finance, international HRM, international innovation management, international marketing, and international trade.

SALARY AND RESEARCH SUPPORT: We offer highly competitive salary levels depending on qualifications and experience. Support for housing and education expenses is available for foreign faculty.

APPLICATION PROCEDURE: To assure full consideration, interested applicants must send their current curriculum vitae to the recruiting committee (E-mail: ib_chair@korea.ac.kr). Review of applications will continue until October 13, 2021, or until the post is filled, whichever is earlier. This position is open until filled. Promising candidates will be contacted individually.

Korea University Business School (KUBS) is the best research school in Korea and ranked 86th in the UTD Top 100 World Rankings of Business Schools Based on Research Contribution 2007-2011. KUBS has two full-time tenure-track openings in International Business (IB) at the Assistant/Associate Professor level, preferably to begin Fall (or Spring) 2013. Candidates should have a Ph.D. degree in IB or other closely related disciplines, with potential for high-quality research and teaching. ABDs will be considered but must complete the degree prior to start date.

Preferences will be given to candidates with research/teaching interests in (1) IB focusing on emerging markets or cross-cultural management, (2) Business Economics (or Managerial Economics) with international trade, or (3) International Economics. The appointee is expected to publish in top-tier IB or related journals.

To assure full consideration, please send a statement of interest and qualifications, a current curriculum vitae, samples of research and teaching effectiveness, and list of three references to Search Committee Chair, Professor Jay Hyuk Rhee, at jayrhee@korea.ac.kr, by August 25, 2012. Information about KUBS is available at http://biz.korea.ac.kr/main.do

KOREA UNIVERSITY BUSINESS SCHOOL

Tenure-track Assistant Professor in International Business (IB)

Korea University Business School (KUBS) (https://biz.korea.ac.kr/en) is seeking qualified applicants for a tenure-track faculty position in International Business/ International Economics and Global Value Chains/ Global Entrepreneurship/ Business in China/ Business Economics at the Assistant Professor level. The position is open to all areas of international business. The primary responsibility of tenure-track faculty is to conduct high-quality research and to teach IB-related courses in the undergraduate, MBA, and MS/Ph.D. programs. The appointment could start as early as March 1, 2021.

JOB QUALIFICATION: A Ph.D. degree in International Business or a related field, with a strong commitment to excellence in research and teaching, is required. Candidates are expected to show a strong publication record and/or promising research outputs in the pipeline. ABDs are welcome to apply, provided that the degree will be granted by the appointment date. JOB REQUIREMENTS: The appointee is expected to publish in top-tier IB or related journals (our list of top-tier journals is close, yet not identical, to the one compiled by UTD). The teaching responsibility is six credit hours (two courses) each semester. The courses in our program include all areas in international business. All courses are to be taught in English.

ABOUT THE UNIVERSITY: Korea University is located in the vibrant global metropolis of Seoul, the capital of South Korea. KUBS, accredited by both AACSB and EQUIS and is a member of CEMS alliance, is the oldest and largest business school in Korea at the moment, with about 83 full-time faculty members. KUBS has approximately 2,500 undergraduate students, 650 MBA students, 200 students in MS programs, and 100 Ph.D. students in various majors such as International Business, Accounting, Finance, Management, Marketing, LSOM, and MIS.

ABOUT THE INTERNATIONAL BUSINESS AREA: The International Business Area currently has 12 full-time faculty members (the largest in Korea). The current faculty members represent various fields in international business, such as business in China, cross-cultural management, global strategy, international finance, international HRM, international innovation management, international marketing, and international trade.

SALARY AND RESEARCH SUPPORT: We offer a highly competitive salary level depending on qualifications and experience. Support for housing and education expenses is available for foreign faculty.

APPLICATION PROCEDURE: To assure full consideration, interested applicants must send their current curriculum vitae to the recruiting committee (E-mail: ib_chair@korea.ac.kr). Review of applications will continue until October 4, 2020, or until the post is filled, whichever is earlier. This position is open until filled. Promising candidates will be contacted individually for an invited campus visit during this year.

The Kühne Logistics University (KLU), named after its founder and donor, Klaus-Michael Kühne, is a private, independent, international and state-recognized business school. With a strong emphasis on logistics and supply chain management research and education, KLU has a very young faculty which is being expanded by several new appointments every year with the intent to build up a strong international reputation in research and teaching. KLU is located in the new HafenCity area in the heart of Hamburg, one of Europe’s most vibrant cities.

KLU seeks to appoint – starting in September 2015 or later – a new faculty member in the field of strategy. We seek to fill a position at the level of: Associate or Full Professor Candidates should combine a strong research record and an understanding of relevant practical problems with inspiring teaching and a willingness to contribute to institution building. We are seeking experienced, talented and highly motivated professors with a proven record of internationally recognized research and industry collaboration. Experience in obtaining research funds from government, state funding institutions, and industry sources would be helpful. Depending on the experience and academic record of the applicant, the position may be filled at a full professor or tenure track associate professor level. Assistant Professor Candidates should have, or expect to complete a PhD by the time of the appointment in the designated field from a recognized and accredited university, be highly qualified for internationally competitive research, have gained some teaching experience, be prepared to participate in our campus life, and be interested in engaging in industry collaboration. The KLU will offer an internationally competitive salary, teaching load, annual research budget and administrative support. In addition, the KLU will contribute generously to an approved super-annuation scheme. For general information, please visit our website www.the-klu.org.

Kühne Logistics University is an Equal Opportunity Employer and encourages applications from women and minority groups.

Applicants are invited to send their application, along with the usual documents (covering letter, CV with main areas of academic interest, complete list of publications and of courses taught, evidence of pedagogical training and most recent teaching evaluations) by November 23, 2014 to: Prof. Dr. Dr. h.c. Sönke Albers Dean of Research Kühne Logistics University Großer Grasbrook 17 20457 Hamburg Germany sönke.albers@the-klu.org

Faculty position in Department of International Business and Trade, Kyung Hee University Department of International Business and Trade, Kyung Hee University (located in Seoul, Korea) is inviting applications for a tenure-tracked Assistant/Associate Professorship position in “International Marketing’ which starts in March 2013. Successful applicant should demonstrate a high level of research record and potential (publications in two SSCI-listed journals, at least) and teaching capabilities in international marketing and related areas. We seek to recruit an international business and trade scholar whose research area is clearly linked to marketing studies. Candidates who majored in marketing and minored in international business will be seriously considered, too. Candidates will have completed her/his Ph.D degree by application date and should be Korean nationals. More information and details about application can be found in Kyung Hee University job posting website (http://bang.khu.ac.kr/hjis2/) and inquires can be directed to Professor Hag-Min Kim (edoctor@khu.ac.kr), Head of the department, or Professor Sang Hui Lee (E-mail: slee@khu.ac.kr, phone: +82-(0)2-961-9181), Acting Head of the department during summer vacation.

The Department of International Business (http://trade.khu.ac.kr/) is recognized as being among the top in international trade departments in Korea and consists of 12 full-time professors. It aims to provide unique insight to understand and research the topics in international business and trade by combining various disciplinary lenses. Our courses consist of international economics, international business, practices of international commerce, and foreign area studies. At the same time, the school pursues integrated and multidisciplinary approaches in the international business and trade academia which can offer broad knowledge to be a leader in the field. The school offers many specialized programs to fit students needs such as 7+1 (study for one semester in affiliated foreign universities), Global Trade Expert Incubating Program (GTEP supported by Korea Ministry of Knowledge and Economy), foreign and domestic internships, international business and area study, and international finance and investment. Kyung Hee University is one of the leading universities in Korea. Since its founding, for the past 62 years, the University has developed remarkably, contributing to the fulfillment of a "cultural world for humanity" as the leader of the future of academics and the creator of common values for humanity. In particular, the past five years have witnessed notable growth and a rise in the University's stature through forward-looking and adventurous endeavors in education, research, public service, and praxis. It is ranked 245th in the QS World University Ranking in 2011, which is the 5th among the Korean comprehensive universities and 6th among all Korean universities.

The Graduate School of Pan-Pacific International Studies (GSP) and the College of International Studies (KIC) at Kyung Hee University located in Global Campus, Suwon, Korea, invites applications for a tenure-track position and two-year renewable non-tenure track positions at any rank in Management (HR and OB), International Business, Accounting, and Marketing beginning Fall 2012 and Spring 2013.

Classroom instructions in both KIC and GSP are conducted in English and knowledge of Korean is not required. Candidates in all areas mentioned above are encouraged to apply. The school offers competitive salaries, attractive research support, free off-campus housing, medical insurance, and relocation expenses. Teaching load is low and there are minimal service requirements. Most of KIC and GSP faculties received their Ph.D. from top-ranked premier schools in the US. All candidates must have a doctoral degree in related fields (psychology, economics etc.) prior to appointment.

Applicants should demonstrate a strong commitment to excellence in research and teaching. Heavy emphasis will be placed on the quality of the applicant’s research output. Proven teaching track record is highly desirable. A member of KIC and GSP faculty will meet with candidates at the upcoming conferences in the US if possible. Review of applications will begin on May 15, 2012, and continue until the positions are filled.

The School of International Business and Trade at Kyung Hee University provides students with unique insight to understand and research the topics in international business and trade by combining various disciplinary lenses. Our courses consist of international economics, international business, practices of international commerce, and foreign area studies. The multidisciplinary makeup of our school offers students broad knowledge to be a leader in the field of international business and trade.

The School of International Business and Trade invites applicants for a tenure-track or non-tenure-track position as Assistant Professor to teach at the Seoul campus in Korea. The position is open to assistant or associate professors. Non-tenured position will also be considered. Ph.D. in international trade or closely related area is preferred, and master degree is required. An active research record in international trade is required and the ability to teach international business courses is essential. Teaching experience is highly valued. Applicants should have fluent written and oral communication skills in both English and Chinese. Interested applicants should send a short letter of application, including a statement of teaching philosophy, dissertation abstract, and c.v. by email to Professor Hag-Min Kim(edoctor@khu.ac.kr).

Kyung Hee University outline:
- Undergraduate: 23 colleges/ Schools and 97 Department/Majors
- Graduate: 79 masters’ programs and 75 doctors’ programs
- 17 professional and special graduate schools
- Students enrollment: total 22,955 (foreign 3,012) undergraduate 19,337/ graduate 3,618
- Full-time professors: 3,166 (3,466 total)

Lakeland College, an independent liberal arts institution located in northeastern Wisconsin with a satellite campus in Tokyo, Japan, and sister school relationships in several additional countries, seeks qualified candidates for the tenure-track position of Assistant Professor of International Business, beginning in August 2012.

The successful candidate will be able to teach a variety of courses related to international business, develop international internship opportunities and study abroad experiences, and support business student organizations. Applicants should be committed to quality undergraduate teaching and advising and be willing to support the College’s interdisciplinary general education program. Appointment at the rank of Assistant Professor requires a Ph.D. or D.B.A. in a business-related discipline with an emphasis in international business. Additional expertise in marketing, leadership, or other business disciplines is desirable, but not required. College-level teaching is preferred.

Compensation will be commensurate with background and experience and a comprehensive benefit program is offered. For consideration, please visit Wisconsin Jobs (www.wisconsinjobnetwork.com) and submit a letter of interest, current CV, a statement of teaching philosophy, and three current letters of recommendation. Review of applications will begin immediately and will continue until the position is filled. For additional information on Lakeland College, please visit our web site at www.Lakeland.edu. An equal opportunity employer/educator

LAKELAND COLLEGE, an applied liberal arts institution centered in eastern Wisconsin, with a satellite campus in Tokyo, Japan, and sister school relationships in several additional countries, seeks qualified candidates for the anticipated tenure-track position of Assistant Professor of International Business, beginning in August 2013. The successful candidate will be able to teach a variety of courses related to international business in both our traditional undergraduate program as well as our evening and online programs for adult learners. The successful candidate will also be expected to develop international internship and study abroad experiences and support business student organizations. Applicants should be committed to quality undergraduate teaching and advising and be willing to support the College's interdisciplinary general education program.

Appointment at the rank of Assistant Professor requires a Ph.D. or D.B.A. in a business-related discipline with an emphasis in international business; applicants who are ABD will be considered at the rank of Instructor. Expertise in management and leadership, marketing or other business disciplines is desirable. College-level teaching experience is preferred. Compensation will be commensurate with background and experience and a comprehensive benefit program is offered. For consideration, please visit www.wisconsinjobnetwork.com and submit a letter of interest, current CV, a statement of teaching philosophy, and three current letters of recommendation. Review of applications will begin December 10 and will continue until the position is filled. An equal opportunity employer/educator.

Laureate International Universities (www.laureate.net), an international network of more than 50 universities in 24 countries, offering more than 130 undergraduate degree, graduate degree, and certificate programs in fields including law, medicine, business, architecture, design, and health science to more than 600,000 students worldwide, seeks to hire up to 45 faculty in various disciplines to staff the launch of its first four-year, undergraduate university in Japan. The university is located in the Kansai region, which includes Osaka, Kobe and Kyoto and is one of the most culturally rich and international communities in Japan. The campus is 10 minutes away by train from downtown Osaka.

The successful candidate will join the Faculty of Liberal Arts. Major responsibilities include teaching a set of core liberal arts courses and seminars in the Comparative Culture Program. Members of the faculty are expected to engage also in academic advising, community contribution, and scholarly research. Minimum qualifications:

  • Ph.D. in Economics from an internationally acclaimed institution at the time of appointment; ABDs near completion of the degree will be considered.
  • Ability to teach microeconomics, macroeconomics, international economics, economics of globalization, Japanese economy, and comparative economic systems;
  • Outstanding teaching skills.
  • Near native English skills. Japanese language skills desirable.

Preference will be given to broadly trained candidates with experience working in interdisciplinary contexts or having intellectual interests that indicate an ability to teach and work in an interdisciplinary, highly collaborative atmosphere. The University is a four-year undergraduate institution based on a hybrid curriculum designed for ambitious, career-focused students, combining liberal arts education with specialized training for a fast changing world. The interdisciplinary curriculum is based on the concept of career pathways that begin with the development of fluency in English, followed by liberal arts courses designed to develop in students the capacity to think in critical, creative, independent, and global dimensions. At the final stage, students develop specialized professional skills leading to exciting careers. All students have opportunities to study abroad. The campus is international. A high percent of the faculty and student body is non-Japanese. Faculty will have opportunities to interact with their counterparts at other Laureate universities around the world.

To apply, visit www.laureate.net.

The Management Department at Université Laval is currently looking for candidates whose academic and professional interests include international trade practices and policies, strategy and management of International business, as well as business in emerging countries.

JOB DESCRIPTION

  • Teaching and supervising undergraduate and graduate students.
  • Research and publication in fields related to the position.
  • Participation in teaching and administrative activities of the Department and the Faculty.
  • Participation in academic activities, off-campus and abroad, that contribute to the visibility of the University, and the Faculty.

SELECTION CRITERIA

  • Ph. D. in Business Administration or other relevant field. Doctoral students with significant progress towards their degree (i.e. ABD) will be considered.
  • Demonstrated ability to communicate and teach in French and English. (Ability to communicate and teach in Spanish would be an asset.)
  • Knowledge of Latin American countries or Asiatic countries would be an asset.
  • Demonstrated ability to conduct high quality scholarly work.
  • Demonstrated ability to teach at both undergraduate and graduate levels.
  • Ability and interest in working in multidisciplinary teams.
  • Ability and interest in executive education teaching.

Persons interested in applying for the position are invited to submit, before February 4th, 2014 and to the following address: mng@mng.ulaval.ca, an application file that includes a letter of intent, a detailed resumé, course evaluations for the last two years (if applicable) and two (2) letters of reference. The evaluation committee may ask candidates for supplementary information.

TERMS OF EMPLOYMENT, COMPENSATION & BENEFITS

Full-time regular position Salary in accordance with the current collective agreement at Université Laval (http://www.rh.ulaval.ca/sgc/accueil/enseignant_recherche/professeurs/cc_spul )

Starting date: As of June 1st, 2015

Application deadline: February 3th, 2015

Josée Audet, Ph. D.,

Director Department of Management Faculty of Business Administration

Pavillon Palasis-Prince 2325, rue de la Terrasse,

room 1620 Université Laval

Québec (Québec) G1V 0A6 CANADA

The Management Department at Université Laval is currently looking for candidates specialized in the fields of Project Management, International Cooperation, Humanitarian Action and/or International Development. Rank is open.

JOB DESCRIPTION

  • Teaching and supervising undergraduate and graduate students.
  • Research and publication in fields related to the position.
  • Participation in teaching and administrative activities of the Department and the Faculty.
  • Participation in academic activities, off-campus and abroad, that contribute to the visibility of the University, and the Faculty.

SELECTION CRITERIA

  • Ph. D. in Business Administration or other relevant field. Doctoral students with significant progress towards their degree (i.e. ABD) will be considered.
  • Demonstrated ability to communicate and teach in French and English.
  • Demonstrated ability to conduct high quality scholarly work.
  • Demonstrated ability to teach at both undergraduate and graduate levels.
  • Ability and interest in working in multidisciplinary teams.
  • Field experience in managing international projects, humanitarian action or international cooperation would be an asset.

Persons interested in applying for the position are invited to submit, before December 11th, 2014 and to the following address: mng-recrutement@fsa.ulaval.ca, an application file that includes a letter of intent, a detailed resume, course evaluations for the last two years (if applicable) and two (2) letters of reference. The evaluation committee may ask candidates for supplementary information.

TERMS OF EMPLOYMENT, COMPENSATION & BENEFITS

Full-time regular position Salary in accordance with the current collective agreement at Université Laval (http://www.rh.ulaval.ca/sgc/accueil/enseignant_recherche/professeurs/cc_spul )

Starting date: June 1st, 2015

Application deadline: December 10th, 2014

Josée Audet, Ph. D.

Director Department of Management Faculty of Business Administration

Pavillon Palasis-Prince 2325, rue de la Terrasse, room 1620 Université

Laval Québec (Québec) G1V 0A6 CANADA

The Department of Management wishes to recruit a person whose scientific and professional interests lie in project management.

Project management involves the application of knowledge, tools, skills and techniques in activities, and to achieve or exceed the expectations of stakeholders. This requires project managers to integrate applications sometimes difficult to reconcile in terms of time, cost, quality, needs or requirements. In an environment of increasingly complex and evolving, project management has become, for many public and private organizations (including NGOs), a key element of their strategy. This allows them to operate, innovate yet to adapt to the vagaries of their contexts. The management department therefore wishes to recruit a person who may participate in the advancement of knowledge on the subject and ensure the transfer of this knowledge to the students, managers and more broadly practitioners.

JOB DESCRIPTION - Teaching and coaching students to the three academic cycles.

  1. Research and publication in fields related to the position.
  2. Participation in educational and administrative activities of the management unit and of the Faculty of Administrative Sciences.
  3. Participation in external activities of an academic nature contributing to the influence of the Faculty and the University.

SELECTION CRITERIA - Doctorate in administration science or a related field whose work focuses on the project management. Applications from people who are already well advanced in their doctoral studies will be considered.

  • Proven ability to research through research grants and / or publications in journals with reading committees in the field.
  • Proven ability to university education.
  • Ability and interest to teach executives exercise.
  • Ability to teach in French.
  • Ability and interest to work in a multidisciplinary team.
  • Project management experience would be an asset.

CONDITIONS OF ENGAGEMENT AND TREATMENT - Regular full-time position partial clearance training for the first year

NOMINATION CONTEST CLOSING: December 21 2015

STARTING DATE: 1st June 2016

Those interested  are invited to submit a letter of intent, a detailed curriculum vitae, a brief description of the research program, two examples of relevant publications, educational assessments last two years (if applicable) and two (2) letters of recommendation to mng-recrutement@fsa.ulaval.ca before 21 December 2015. The selection committee may need to request additional information to candidates.

JOB DESCRIPTION - Teaching and supervising undergraduate and graduate students; - Research and publication in fields related to the position; - Participation in teaching and administrative activities of the Department and the Faculty; - Participation in academic activities, off-campus and abroad, that contribute to the visibility of the University, and the Faculty.

SELECTION CRITERIA - Ph. D. in Business Administration or other relevant field. Doctoral students with significant progress towards their degree will be considered (i.e. ABD); - Ability to communicate and teach in French and English; - Demonstrated ability to conduct high quality scholarly work; - Ability to teach at both undergraduate and graduate levels; - Ability and interest in working in multidisciplinary teams; - Field experience in managing international projects, humanitarian action or international cooperation would be an asset. Persons interested in applying for the position are invited to submit, before November 25th, 2013 and to the following address: mng-recrutement@fsa.ulaval.ca, an application file that includes a letter of intent, a detailed resumé, course evaluations for the last two years (if applicable) and two (2) letters of reference. The evaluation committee may ask candidates for supplementary information.

TERMS OF EMPLOYMENT, COMPENSATION & BENEFITS Full-time regular position Salary in accordance with the current collective agreement at Université Laval (http://www.rh.ulaval.ca/sgc/accueil/enseignant_recherche/professeurs/cc_spul ) Starting date: June 1, 2014 Application deadline: November 25, 2013 Josée Audet, Ph. D., Director Department of Management Faculty of Business Administration Pavillon Palasis-Prince 2325, rue de la Terrasse, room 1620 Université Laval Québec (Québec) G1V 0A6 CANADA

UNIVERSITÉ LAVAL FACULTÉ DES SCIENCES DE L’ADMINISTRATION

Département de marketing Located in Quebec City, a world heritage site, Université Laval is the first French-language university in the Americas. It is part of the top 50 research universities in Canada, ranked 6th with research funding in excess of 370 million dollars last year. Université Laval welcomes over 48,000 students, 13,000 of which are enrolled at the graduate and doctoral levels. With its world-class programs, over 100 faculty members, and renowned research scientists, the Faculty of Business Administration at Université Laval (FSA ULaval) allies performance, ethics, and sustainable development. It is one of the most modern business schools in Canada. Guided by the visionary spirit of its founders, FSA ULaval has been a leader since 1924. This constant search for excellence allowed the Faculty to become, in 1995, the first non-English business school to be accredited by the AACSB –The Association to Advance Collegiate Schools of Business. Coupled with the EQUIS accreditation granted by the European Foundation for Management Development, FSA ULaval belongs to a select group of business schools that hold both accreditations. In addition to encouraging innovative research, FSA ULaval offers world-class education in business at the undergraduate, graduate, and doctoral levels, as well as executive education for managers and leaders.

The Marketing Department is recruiting professors in marketing, namely in the areas of international marketing, digital marketing, sales management, and communication - public relations – services marketing.

Job Description

  • Teaching and supervising undergraduate and graduate students.
  • Research and publication in fields related to the position.
  • Participation in teaching and administrative activities of the Department and the Faculty.
  • Participation in academic activities, off-campus and abroad, that contribute to the visibility of the University and the Faculty.

Job Requirements

  • Ph. D. in Business Administration (preferably in Marketing) or Ph.D. in other relevant field. Doctoral students with significant progress towards their degree (i.e. ABD) will be considered.
  • Ability to conduct high-quality scholarly work demonstrated namely by research funding and/or relevant publications in peer-reviewed journals related to the field.
  • Demonstrated ability to teach at both undergraduate and graduate levels.
  • Demonstrated ability to teach in French and English.

The candidate who does not master the French language at hiring is expected to be able to teach in French within three years of hiring.

Job Type: Full-time tenure track

Salary: In accordance with the Collective Agreement (http://www.rh.ulaval.ca/sgc/accueil/enseignant_recherche/professeurs/cc_spul)

Starting Date: January 1, 2020

Persons interested in applying for the position are invited to submit, before September 1, 2019, to the following email address: josee.audet@mng.ulaval.ca, an application file that includes a letter of intent, a detailed curriculum vitae, a transcript of graduate studies, and course evaluations for the last two years. At least one (1) letter of reference must be sent directly to the above email address by the candidate’s respondent. The hiring committee may ask candidates for supplementary information. All qualified candidates are welcomed to apply. However, Canadians and Permanent Residents will be given priority.

Université Laval is an equal opportunity affirmative action employer and we encourage applications by women candidates and minorities.

Guest Editors:

Douglas J. Cumming, Schulich School of Business, York University, Canada

Sofia Johan, Schulich School of Business, York University, Canada; and Tilburg Law and Economics Centre (TILEC), University of Tilburg, Netherlands

Feng Zhan, Boler School of Business, John Carroll University, USA

Minjie Zhang, Odette School of Business, University of Windsor, Canada

Submission Deadline: September 17th, 2017

BACKGROUND OF THE SPECIAL ISSUE:

The objective of this special issue of the International Journal of Managerial Finance (IJMF) is to promote both theoretical and empirical research on the intersection and interaction law and culture on corporate decisions, firm value, and financial transactions.

Academic research in finance has traditionally studied legal perspectives on finance following the pioneering work of La Porta et al. (1998); however, more recently, there has been a growing interest in the role of culture in finance (Karolyi, 2016).  Both law and national culture can explain a number of corporate events such as foreign investments, cross-listings, and innovation investment, among other things. Nevertheless, few studies up to date focus the intersection and interaction impact between law and culture on firms and financial markets. One of the difficulties to implement such studies is that regulations tend to change from time to time but national culture remains relatively stable.  Also, national culture and legal environments are highly correlated.  To this end, new research is needed to ascertain the relative importance of law versus culture in financial markets.

The special issue of IJMF welcomes submissions of papers developed themes that include but are not limited to:

  1. To what extent are regulatory changes in different countries affected by national culture (Stulz and Williamson, 2013)?
  2. What is the role of angel investors, venture capital, innovation centers and incubators in different economies around the world (Cumming and Johan, 2013), and how does it depend on national culture and financial regulation?
  3. What is the relative importance of culture and legal institutions for emerging versus developed markets? Are agency problems associated with state-owned enterprises affected by the legal and cultural settings in which they operate?
  4. How is contagion influenced by law versus culture in global financial markets?
  5. What are the identification strategies/methodologies that can provide causal insights between cultural and legal institutions and financial markets?
  6. How do legal and cultural institutions affect firms’ innovation investment and long-term financial performance?
  7. How do legal and cultural forces interact in ways that exacerbate or mitigate risk-taking behavior of firms and individuals?

References

Cumming, D.J., and S. Johan, 2013. “Technology Parks and Entrepreneurial Outcomes around the World” International Journal of Managerial Finance 9(4), 279-293.

Karolyi, A. (2016). “The Gravity of Culture for Finance,” Journal of Corporate Finance 41(1), 610-625.

La Porta, R., Lopez-de-Silanes, F., Shleifer, A., and Vishny, R.W., 1998. “Law and Finance,” Journal of Political Economy, 106, 1113–1155.

Stulz, R.M., Williamson, R. (2003). “Culture, Openness, and Finance” Journal of Financial Economics 70, 313-349.

SUBMISSIONS AND REVIEW PROCESS:

The deadline for submission to the special issue of IJMF is September 17th, 2017.  All manuscripts submitted to the special issue should be submitted through the IJMF Manuscript Central website online at http://mc.manuscriptcentral.com/ijmf.  Contributors should follow the IJMF Author Guidelines (which can be found at http://www.emeraldgrouppublishing.com/authors/index.htm ). Final decisions on papers for the IJMF special issue will be made later in the year.

CONTACTS:

Douglas J. Cumming, Schulich School of Business, York University, Canada, douglas.cumming@gmail.com

Sofia Johan, Schulich School of Business, York University, Canada, and Tilburg Law and Economics Centre (TILEC), University of Tilburg, Netherlands, sjohan@schulich.yorku.ca

Feng Zhan, Boler School of Business, John Carroll University, USA, fzhan.jcu@gmail.com

Minjie Zhang, Odette School of Business, University of Windsor, Canada, mikezhang115@gmail.com

Special Issue Guest Editors:
Jacqueline Mayfield, Texas A&M International University
A.R. Sanchez Jr. School of Business
Milton Mayfield, Texas A&M International University
A.R. Sanchez Jr. School of Business

The International Journal of Business Communication seeks and encourages the submission of high quality scholarly manuscripts for a special issue on Leadership Communication, scheduled for publication in January, 2017. IJBC is a respected, well established, high impact international journal that disseminates theoretical and practical knowledge from the business communication field. The journal draws contributions from multiple disciplines so as to fully explore all aspects of business communication, and accepts manuscripts from the administrative disciplines, liberal arts, and social sciences.

The general consensus is that leadership communication is vital to organizations. Yet there is much divergence in its conceptualizations – which are further complicated by emergent research streams, due in part to globalization, digitalization, shared leadership, workforce diversity, and demands for greater leadership integrity. Case in point, some scholars employ hierarchical leadership communication models, while others utilize discursive processes wherein leadership is co-created. Equally important, a wide array of methodological strategies have been utilized – embracing a spectrum of quantitative to qualitative approaches – to investigate leadership communication. As for emergent research streams, some of the existing leadership communication research is under scrutiny, not having always incorporated the factors of globalization, demographic diversity, employee empowerment, and information technology into its models.

All of the preceding leadership communication topics need research initiatives and progress. Moreover, the current leadership communication literature reveals a dearth of inquiry which clarifies both leadership communication processes and their rapports with key organizational outcomes, including firm, employee, customer, societal, and other stakeholder welfare.

For all of these reasons, this special issue seeks manuscripts that either reflect these diverse perspectives and/or investigate developing trends in leadership communication. All quality manuscripts that address leadership communication in these contexts are welcomed for submission. Topic categories include but are not limited to:

  • Team Leadership Communication
  • Shared Leadership Communication
  • Strategic Leadership Communication
  • Leadership Communication Channels
  • The Context of Leadership Communication
  • Cross-Cultural Leadership Communication
  • Non-Traditional Leadership Communication
  • Leadership Communication and Social Issues
  • Co-Creation of Leadership Through Discourse
  • Methodological Issues in Leadership Communication Research

This special issue on leadership communication is being co-edited by:

  • Professor Jacqueline Mayfield, PhD, A.R. Sanchez Jr., School of Business, Texas A&M International University, Laredo, TX
  • Professor Milton Mayfield, PhD, A.R. Sanchez Jr., School of Business, Texas A&M International University, Laredo, TX.

The co-editors will gladly discuss preliminary paper ideas, and both can be contacted at jmayfield@tamiu.edu.

All manuscripts will be reviewed following IJBC´s normal double-blind review process. Submissions are open to everyone.

For your submission, please send an initial proposal consisting of approximately a fifteen hundred (1,500) word abstract. This proposal should include your research question, method (quantitative and qualitative), findings, and conclusions. Theory development and simulation proposals will also be considered provided there is a strong fit with the issue´s theme and the work is of especially high quality. Your proposal should be submitted through e-mail (to jmayfield@tamiu.edu) no later than January 31, 2016. Contributors will be informed of decisions by March 2016. All accepted proposals must be completed and submitted as full papers by May 15, 2016.

The League for Innovation in the Community College is a support organization for community college activity. The organization is responsible for conducting research, developing web resources, producing publications, and hosting conferences. In addition, it also leads projects and initiatives with member colleges, corporate partners, and private agencies. 

JOURNAL OF WORLD BUSINESS
Call for papers for a special issue
Submission Deadline: September 1, 2014
Learning and Knowledge Management In and Out of Emerging Markets

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

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

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

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

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

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

Submission process

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

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

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

References

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

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

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

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

Hoskisson, R.E., Wright, M., Filatotchev, I., & Peng, M.W. (2013). Emerging multinationals from mid-range economies: The influence of institutions and factor markets. Journal of Management Studies (In Press).

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

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

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

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

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

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

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

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

Aim of the edited book volume

Historical and contemporary evidences underline the contributions of Diaspora Entrepreneurs (DEs) to the welfare of their country of ancestry, through diverse entrepreneurial activities that foster local economic growth and development. Transnational Diaspora Entrepreneurship (TDE) can leverage international trade competitiveness, and deepen regional integration in Africa. A variety of lessons can be drawn from major Regional Economic Communities (RECs) such as the Economic Community of West African States (ECOWAS), Common Market for Eastern and Southern Africa (COMESA), East African Community (EAC), Intergovernmental Authority for Development (IGAD), Indian Ocean Commission (IOC), and Southern African Development Community (SADC). Those joint lessons from practice and the related theories are systematized and will be made public in this book.

Title of the edited book volume

Leveraging Transnational Diaspora Entrepreneurship for Investments, Trade, Regional Integration, and Local Economic Development in Africa: Insights from Theory and Practice

Main parts of the edited book volume

The volume is divided into five parts:

Part I: Theoretical and empirical explanations of the business and economic development impact of TDE This part will illuminate the theoretical and empirical explanations of the broad impacts of TDE on business and economic development.

Part II: TDE and development This part will identify the diverse factors which, are the main drivers of TDE, including cultural, (e.g., urge to achieve economic independence) economic (e.g., access to business finance) and social (e.g., social exclusion, or otherwise), etc.

Part III: TDE and local industrial transformation This part will query how Diaspora Entrepreneurs can and have harnessed knowledge and skills generated or acquired in various sciences (natural i.e., environmental and agricultural, engineering, architectural, medical or social.), to advance industrial transformation in their countries of ancestry (CoA).

Part IV: TDE, regional integration, and international trade This sub-theme will explore the impact which TDEs have on the trade performance of their CoA, as well as on their countries of residence (CoR). Also, it will explore how TDE impact regional integration agenda of the RECs to which their countries of origin belong.

Part V: Harnessing TDE for economic development in Africa: conclusions and way forward This part will digest of ideas and facts for harnessing TDE for economic development in Africa, and outline the elements of a strategy needed to achieve this goal.

Submission timelines

Submissions are invited but not limited to member institutions of the Trans Africa Universities Partnership (TANUP) for any of the sub-themes. They can be made to any of the editors of the proposed book. Chapters may cover more than one thematic area. More than one chapter from the one author is also invited.

Submission of (revised) abstract: 15 July, 2015

Submission of (revised) draft chapter: 31 August 2015

Submission of edited final chapter: 30 October 2015

Volume editors

Organizations of today frequently emphasize their way of doing things in the belief that they can guide employees’ work and link behaviors to positive organizational outcomes.  Such articulation has taken on many guises over the years, many based on values connected to organizational culture, sometimes argued to ‘glue’ geographically dispersed multinational companies (MNCs) together, while managing – or effectively overriding – national cultural differences. Interestingly, the tide now seems to have turned, and a look at organizations’ present-day websites reveals that MNCs are more likely to embrace cultural diversity, view multiculturalism as an asset, and envision multicultural leadership. Culture – both organizational and national – is now viewed as something to be leveraged, and values are seen as instrumental for success.

Since the early works on national cultural values, much has been learned about how to manage differences related to both culture and values. Yet, it is our belief that values should not just be managed, but that organizations should work to glean the positive aspects arising from differences in national cultural, organizational and individual values. This special issue welcomes contributions that veer from traditional emphases on national cultural values.  As new forms of organizing emerge, so, too, should research move from a focus on the traditional to new applications of values.  We especially encourage novel research offering fresh insights at various levels of analysis, interdisciplinary approaches that offer new or critical perspectives and contributions that are forward-looking without forgetting our roots. Empirical, conceptual and theory-building papers are welcome. Possible topics in the context of global organizations include but are not limited to:

•         leveraging  values, core values, value diversity, value conflicts, espoused values, bottom-up value-based cultures, new perspectives on the value-fit (person/organization), values and cultural contexts, values and multiculturalism;
•         value-driven leadership or management, values in work teams, values in global projects, values and talent management, values and careers, values and employee engagement, values of migrant workers, values and work-family conflict or enrichment, generational value differences and implications for organization and management;
•         values and organizational learning, values and financial performance, value differentiation and competitiveness, values and power, values and control, value and impression management,  values and networks, values and sustainability, values and the dark side of globalization, values and positive organizational theory and thinking.

About the Pre-Publication Workshop
A pre-publication workshop will be held in Sigtuna, Sweden, on November 8-10, 2012. The purpose of the workshop is to further develop and improve a set of selected potentially publishable papers. Invitations to the workshop will be based on the submitted full papers. Authors who are invited will be asked to submit a revised paper before the workshop, based on a first round of reviews. The revised papers will be distributed to all workshop participants to be read beforehand in preparation for the feedback and discussion sessions. Workshop attendance is not mandatory to being considered for publication, but we encourage participation as we believe that it is helpful in the paper-writing process. The authors will be asked to revise their papers in another round after the workshop, based on the Editors’ summary comments from the workshop and from the reviewers in the double-blind review process. Selection of papers for publication will be based on the final revised paper submitted after the workshop.

Submission Information
•         All papers will be subjected to double-blind peer review.
•         Authors should follow MIR guidelines, http://www.mir-online.de/Guideline-for-Authors.html.
•         Contributions should be submitted in English language in a Microsoft or compatible format via e-mail attachment to: globalvalues@fek.uu.se
•         Questions can be addressed to any of the co-editors on:
lena.zander@fek.uu.se
Karsten.Jonsen@imd.ch
Elizabeth.Rose@aalto.fi
Audra.Mockaitis@monash.edu
•         Submission deadline: May 1, 2012 (earlier submissions are encouraged).

Important Dates
May 1, 2012                                  Paper submission
August 1, 2012                            Selection of potentially publishable papers to revise and resubmit, and an invitation to the pre-conference workshop
October 1, 2012                          Submission of first revise and resubmit papers
November 8-10, 2012               Pre-publication workshop in Sigtuna, Sweden
February 1, 2013                        Submission of second revise and resubmit papers
March 1, 2013                             Selection of papers for publication

LIM College - Where Business Meets Fashion is currently seeking candidates for a Full-Time Faculty position for International Business in the Marketing, Management & Finance Department.

General Description: Full-time faculty members in Marketing, Management & Finance are responsible for teaching, providing service to the college, and scholarship in the field. She/he contributes to the department's curriculum in the areas of Marketing & Management and assists the department chair in the mentoring of adjunct faculty teaching these courses. Please note-This is a full time non-tenure track position to begin August 2015.

Essential Functions and Basic Duties:

  • Work four full days per week at the college
  • Teach 3-4 courses per semester
  • Perform academic advisement for department majors
  • Stay current with innovative teaching methods and industry developments
  • Contribute to the profession through research, consulting, presentations, and/or publications
  • Hold regular office hours weekly
  • Work closely with students outside of the classroom as a faculty mentor
  • Assist the Department Chair in course and program assessment as well as curriculum development
  • Assist the Department Chair and other faculty in norming core courses
  • Conduct observations of faculty as assigned by Chair or Associate Chair
  • Work closely with other faculty as a mentor and resource
  • Serve on the Faculty Council and standing committees
  • Contribute to college-wide programs such as Open House
  • Actively engage with the field through relevant association memberships
  • Work well in a team environment
  • Perform other duties as assigned

Requirements: The person selected will have the following qualifications:

Minimum Required Qualifications

  • Ph.D. or DBA in International Business, Management or Marketing or related field from an accredited school is required; ABD with completion anticipated by December 2015 can be considered.
  • A completed Ph.D. or DBA in International Business, Management, or Marketing or related field from an accredited school (preferred) including: Significant residency requirement; oral proposal defense; oral dissertation defense
  • Knowledge of fields taught within the major.
  • College level teaching experience; Two or more years teaching experience
  • Excellent communication and technological skills
  • Demonstrated history of initiative
  • Good interpersonal and public relations skills
  • Superior analytical, creative, and problem-solving abilities
  • Project management and organizational skills
  • Able to work well in a team environment.

General Preferred Qualifications: Preference will be given to candidates with research and/or experience in international business. Please visit our website at www.limcollege.edu and click on "Careers at LIM College" for further information about the position and information about our competitive benefits package.

For consideration, candidates are required to submit a cover letter, resume or C.V. and the contact information of three professional references to: Carolyn Higgins Human Resources Coordinator LIM College - Where Business Meets Fashion 12 East 53rd Street New York, NY 10022-5268 Fax: 212-750-3493 Email: hrcareers@limcollege.edu

LIM College is an Equal Opportunity Employer. The College does not discriminate in its employment decisions based on race, color, religion, sex, gender, gender identity or expression, sexual orientation, age, national origin, disability, veteran status, unemployment status, or any other status protected by law.

The World Bank’s Senior Vice Presidency for the 2030 Development Agenda, the Academy of International Business (AIB), and the Journal of International Business Policy (JIBP) invite to the special conference:

Localization of the SDGs: Accelerating the implementation of the 2030 Agenda

Date: December 7th, 2018 

Universidad EAFIT, Medellin, Colombia

There are 17 SDGs and 169 targets included in the 2030 sustainable development agenda. These were defined to have a universal coverage, with an emphasis in “ensuring no one is left behind”. This means not only that inclusion, empowerment, and non-discrimination are at the core of the agenda, but also underlining the national and sub-national contexts are different, and therefore localizing the SDGs is critical in the achievement of the 2030 Agenda and a sustainable and inclusive territorial development. 

Potential topics include, but are not limited to:

  • Implementation of the 2030 agenda at the sub-national and local levels
    • Determining means of implementation at the local level
    • Prioritization of goals and targets 
    • Defining implementation timelines
  • SDGs as a framework for local and national development policy
    • Political and legal framework for the SDGs
    • Multi-level governance
    • Aligning national, regional and local plans with the SDGs
  • Advocacy, awareness-raising, dissemination and mainstreaming the 2030 sustainable development agenda
    • From consultation and dialogue to action
    • Democratic accountability 
    • Successful campaigns to communicate the SDGs
    • Identifying local and regional champions
    • Bottom-up approaches
    • Top-down approaches
    • Evaluating and monitoring the implementation of SDGs at the sub-national level
    • Right indicators and proxies
    • Data collection 
    • Big data analytics and the SDGs
  • Developing financial and institutional capacity for localizing the SDGs
    • Budget and financial strategies
    • Fiscal reforms and financial transfers
  • Partnership for the goals        
    • Measuring effectiveness of partnership between the private and public sector to localize SDGs
    • Working together with local communities to translate the SDGs at the local level
    • Contribution of MNEs and local business to end poverty in all its forms everywhere 
    • The role of academia in the SDGs
    • SDGs working groups
  • Learning experiences
    • What works? 
    • Leadership by local authorities: Mayors and city councils as champions of the location of the SDGs
    • Multinational corporations that have adopted the SDGs as part of their corporate strategy
    • Transformative agendas led by the private sector
    • Peer-to-peer learning
  • What is next?

Potential publication:Papers submitted to the conference can be considered for inclusion in a Special Issue of the Journal of International Business Policy on the SDGs with a provisional deadline in September 2019.

Important Dates:

  • Expressions of Interest: June 18th, 2018
  • Full Paper Submission Deadline: August 18th, 2018
  • Communication of Decisions: August 30, 2018

Host: Universidad EAFIT, Medellin, Colombia

Organizers: 

Contact Details:

Prof. Dr. Maria Alejandra Gonzalez-Perez

Vice-President of Administration of the Academy of International Business (AIB) (2015-2018). 

Full Professor of Management, Universidad EAFIT, Colombia

Email: mgonza40@eafit.edu.co

Topic

The rise of the city as a magnet of economic activity and hub of trade and investment has attracted the agglomeration of business firms and particularly multinational companies.  Global cities today project their economic and political power across borders making them important economic agents in the global economy (Sassen, 1991).  A few of these cities located in Latin America are creating business and economic conditions that rival those of some countries in the region. Increased agglomeration also brings negative conditions such as crime, violence, traffic congestion and pollution that come with increased urbanization. On a smaller scale, agglomeration spreads within a country, creating significant hubs to attract business that in turn generates a sub-national cycle of prosperity and urban malaise.  Cities have coped with the opportunities and problems in many different ways and create their particular sets of regulations, legal frameworks and norms. In some cities, corruption and inefficiency have plagued city governance.  The efficiency and quality of these normative sets and their implementation is referred to as the quality of institutions (North, 1990; Glaeser et. al, 2004; La Porta et. al 1999).  In very large cities, sub-city governance emerges as the more specific context that explains location decisions. Municipalities, city districts add a layer of regulations but also deal with their own social problems.

This special issue focuses on understanding how the quality of the institutional environment of an Iberoamerican city shapes the location decision of multinational franchises. For instance, why would Starbucks populate Santiago, Chile with a large network of stores while it would have few stores in Caracas, Venezuela?

Economic theory has focused on the study of the economic advantages of co-location and externalities (Krugman, 1991).  International business theory has focused on how multinationals internalize the location advantages offered by host countries. These local advantages can be leveraged with firm specific advantages to gain local competitive advantage (Cantwell, 2009; Dunning, 1998).  The literature in International Business has analyzed this decision at the region and country level (Alcacer, 2013; Alfaro and Chen, 2014; Flores, et. al 2013; Tan and Meyer, 2011). Economic geography focuses on the spatial characteristics that can favor an agglomeration of economic activities.  The integration of International Business Theory and Economic Geography views on the location decision has drawn the attention of researchers to the location decisions of multinationals (Beugeldsjik, 2010; Beugeldsjik et. al 2013).  The Institutional Theory perspective on location decisions of multinationals is more recent.  Using the perspective that institutions matter opens up a promising research avenue.   The focus of research using an institutional approach has been at the regional and national level (Ali et. al, 2010; Du and Tao, 2008; Mengistu and Adhikary, 2011).  Research focusing on any of these three perspectives at the city level is scant despite the fact that most location decisions take place at this level (Goerzen, et. al 2013). Furthermore, research on agglomeration and location decisions about Iberoamerica is rare (Korez-Vide, et.al 2014) and at the city level non-existent.

The objective of this special issue is to integrate the International Business, Economic Geography and Institutional perspectives to generate better insights on the importance of institutional quality on the location and agglomeration of multinational and national companies at the city level.

Examples of research questions of contributions to the special issue include, but are not limited to, the following:

  • Does the institutional quality of a city moderate the location decision of a multinational?
  • Does the agglomeration and geographic spread of multinationals differ between foreign-owned or nationally owned business networks?
  • What factors explain the agglomeration of business in general and multinationals in Latin American cities?
  • How to measure the institutional quality of Iberoamerican cities?
  • How do regional, country and city factors explain the agglomeration of multinationals in Iberoamerica?

 We invite contributions using various methodologies to address these questions. These contributions could use a multilevel (region, country, city and district (community).  Methodological contributions on how to better measure and validate city institutional quality and agglomeration are also welcome; case studies and descriptive studies are not.

Guest Editor: Dr. Fernando Robles, School of Business, The George Washington University. roblesf@gwu.edu

Submission Process

The submission process will be as follows.

Step 1- Full papers should be submitted through ScholarOne Manuscripts page of Management Research (https://mc.manuscriptcentral.com/mrjiam) no later than August 31st, 2016. Manuscripts should have a maximum of 8000 words, and must include a structured abstract (http://www.emeraldgrouppublishing.com/authors/guides/write/abstracts.htm).

 Do not forget to select this special issue once you login into the system.

 Step 2 - After the blind review recommendations, the guest editor will announce acceptance / rejection decisions by November 31st, 2016.

 Step 3 - Authors of accepted papers will have until December 31st, 2016 to submit their manuscripts incorporating the reviewers’ suggestions.

 Expected publication of accepted papers will be in the second half of 2017.

References

Alcacer, J. (2013). Location strategies for agglomeration economics. Strategic Management Journal, 35, 1749-1761.

Alfaro, L. and Chen, M.Y. (2014). The global agglomeration of multinational firms. Journal of International Economics, 94, 263-276.

Ali, F.A., Fiess, N. and MacDonald, R. (2010). Do institutions matter for Foreign Direct Investment? Open Economic Review, 21, 201‐209.  

Beugeldsjik S., Mumdabi, R., Anderson, U. and Zaheer S.  (2013). The multinational in geographic space- Special Issue. Journal of International Business Studies, 44, 413-546.

Beugelsdijk, S., McCann, P., and Mudambi, R. 2010. Place, space and organization; economic geography and the multinational enterprise. Journal of Economic Geography, 10, 485-493.

Cantwell, J.A. 2009. Location and the multinational enterprise. Journal of International Business Studies, 40, 35-41.

Du, J., Lu, Y. and Tao, Z. (2008). FDI Location choice: Agglomeration vs. institutions. International Journal of Finance and Economy, 13.92-107.  

Dunning, J. H. (1998). Location and the multinational enterprise: A neglected factor? Journal of International Business Studies, 29, 45-66.  

Flores, R., Aguilera, R. Mahdian, A. and Vaaler, P. (2013). How well supranational regional grouping schemes fit international business research models? Journal of International Business Studies, 44, 451-474.

Glaeser, E.L., Porta, R.L., Lopez-­‐de-­‐Silanes, F. and Shleifer, A. (2004). Do institutions cause growth? Journal of Economic Growth, 9, 271-303.  

Goerzen, A., Asmussen, C.G., and Nielsen, B. (2013). Global cities and multinational enterprise location strategy. Journal of International Business Studies, 44, 427- 450.  

Korez-Vide, R., Voller, P. and Bobek V. (2014). German and Austrian foreign direct investment in Brazilian regions: Which are the location choice factors? Journal of Management and Strategy, 5, 68-81.

Krugman, P. (1991). Increasing returns and economic geography. Journal of Political Economy, 99, 483-499.

La Porta, R. Lopez-de-Silanes, F., Shleifer, A. and Vishny, R. (1999). The quality of government. Journal of Law, Economics and Organization, 15, 222-279.

Mengistu, A.A. and Adhikary, B. (2011). Does good governance matter for FDI inflows? Evidence from Asian economies. Asia Pacific Business Review, 17 (3), 281-­‐299.

North, D.C. (1990). Institutions, institutional change and economic performance. Cambridge: Cambridge University Press.

Sassen, S. 1991. The global city: New York, London, Tokyo. Princeton: Princeton University Press.

Tan D., and Meyer, K. (2011). Country-of‐origin and industry FDI agglomeration of foreign investors in an emerging economy. Journal of International Business Studies, (42), 504-520.

The distribution of economic value creating activities across space has intrigued scholars since at least the nineteenth century. Over the course of the last century, this phenomenon has been studied from different perspectives with economic geographers and regional scientists leading the trend. The growing interest in geography in the international business community is reflected in a number of special issues in IB journals. This special of Industry and Innovation seeks to expand the understanding of cross-border innovative activities along at least two dimensions.

First, traditionally international business scholars have focused on the organization of economic activities and less so on the characteristics of places (Beugelsdijk et al., 2010). In other words, economic geography has focused on the location, while international business scholars have examined the (multinational) firm. Second, the recent debate on the propensity of firms to collocate innovative activity remains lively. In particular, multinationals face collocation advantages and disadvantages when crossing international borders and selecting host locations (Narula and Santangelo, 2009, 2012). On the one hand, multinationals may wish to collocate with unaffiliated firms (e.g. suppliers, competitors, or customers) to internalize L-advantages in order to enhance and create firm-specific advantages. On the other, firms may either deliberately avoid collocating (Alcacer, 2006) or resort to strategies to monitor collocated partners (Narula and Santangelo, 2009) in order to limit dissipation of unintended knowledge flows. Both collocation advantages and disadvantages are not automatic and critically depend on the public goods nature of the Ladvantagesto be internalized, the level of competition, MNC technological leadership and insidership in the host location (Alca´cer, 2006; Alca´cer and Chung, 2007; Cantwell and Mudambi, 2011). Embeddedness in multiple local contexts creates opportunities, but also raises challenges, particularly in terms of stressing the bandwidth of managers who must handle the increasing complexity (Meyer et al., 2011). We are still missing a clear picture and a full understanding of the boundary conditions of collocation advantages and disadvantages.

This special issue intends to offer a further forum bridging the international business community with economic geography, and start a new forum where these two communities could connect with innovation scholars. The ultimate aim is to achieve a fruitful cross-fertilization of the three fields in order to gain a more comprehensive knowledge of the organizational and geographical dimension of cross-border innovative activities.

The special issue welcomes both theoretical and empirical contributions, which draw on different theoretical streams. Research adopting a variety of research methodologies is welcome, including qualitative, quantitative, and mixed- method approaches. Empirical studies should explicitly contribute to a theoretical agenda, and preferably be based on novel and exclusive data. Papers that are primarily descriptive are not welcome. Possible topics and research questions that would be appropriate for this special section would include, but would not be limited to, the following list:

  1. What are the implications of the rise of knowledge-intensive intangibles for MNEs’ location and organizational strategies? Does this phenomenon provide new advantages for international new ventures? Does the rise of knowledge-intensive intangibles shift collocation advantage in disadvantages and vice versa?
  2. Do MNEs exposed to multiple sources of knowledge dissipation need new strategies to protect their ownership advantages? Is modularity a panacea?
  3. Would the nature of collocation advantages and/or disadvantages MNEs face in emerging markets be different than in advanced economies? Would the boundary conditions for collocation advantages be different in emerging market clusters?

Submission Process

Manuscripts of a maximum of 6,000 words should be prepared in accordance with Industry and Innovation guidelines and submitted by December 31, 2015 via the online journal submission system by selecting this special issue title. The online submission system for the special issue will open on December 15, 2015. No earlier submissions will be accepted.

References

Alcacer, J. 2006. “Location Choices across the Value Chain: How Activity and Capability Influence Collocation.” Management Science 52: 1457–1471.

Alcacer, J., and W. Chung. 2007. “Location strategies and knowledge spillovers.” Management Science 53: 760–776.

Beugelsdijk, S., P. McCann, and R. Mudambi. 2010. “Introduction: Place, space and organization— economic geography and the multinational enterprise.” Journal of Economic Geography 10: 485–493.

Cantwell, J. A., and R. Mudambi. 2011. “Physical attraction and the geography of knowledge sourcing in multinational enterprises.” Global Strategy Journal 1: 206–232.

Meyer, K., R. Mudambi, and R. Narula. 2011. “Multinational enterprises and local contexts: The opportunities and challenges of multiple embeddedness.” Journal of Management Studies 48: 235–252.

Narula, R., and G. D. Santangelo. 2009. “Location, collocation and R&D alliances in the European ICT industry.” Research Policy 38: 393–403.

Narula, R., and G. D. Santangelo. 2012. “Location and collocation advantages in international innovation.” Multinational Business Review 20: 6–25.

The concept of strategy is central to the effectiveness and competitiveness of any organisation (Evered, 1983, Porter, 1980). Strategic orientation (SO) encompasses the adaptation and positioning of a firm’s internal resources, capabilities and activities, and combinations thereof, both to deflect threats and to exploit opportunities present in the firm’s external environment (Venkatraman, 1989; Teece, Pisano, and Shuen, 1997; Manu and Sriram, 1996; Lado, Boyd, and Wright, 1992). Following Venkatraman’s (1989) seminal work, SO has evolved into a multi-dimensional concept, culminating in a body of knowledge of related research examining various constructs on firm performance and growth. In particular, such studies have lent significant focus to the firm’s marketing orientation and entrepreneurial orientation, followed by research on other firm orientations related to learning, innovation, technological and sales aspects (Hakala, 2011).

SO has been a concept widely used in the research field of strategic management, entrepreneurship and marketing, yet to a lesser degree in the field of international entrepreneurship. Further, empirical attention on strategic orientations in firms has been predominately directed towards large enterprises (Jaworski and Kohli 1993; Pelham and Wilson 1995), with limited research coverage on SMEs, and more so internationalizing SMEs and BGs/INVs. Many questions emerge regarding the benefits for international entrepreneurs/managers of adopting various strategic orientations, and the ways in which firms can go about managing and aligning their organisational practices with their international operations. Likewise, serious questions have been raised about the ‘universal utility’ of various strategic orientations for Born Globals (BGs) and International New Ventures (INVs) operating in different countries (e.g., Ellis 2007; Cadogan et al. 2009). Exploring any of the well-established types of strategic orientations in the context of international entrepreneurship warrants further research (Covin and Miller, 2014).

Although few, studies in the field of IE have focused on the relationships between entrepreneurial orientation and (export) market orientation (EO/MO) and INV performance (Bing and Zhengping, 2011; Evers, 2011; Boso, Story and Cadogan, 2013; Martin and Javalgi, 2016). Marketing orientation has been definitively linked to multiple areas of firm strategy and business performance. Studies examining EO in BGs/INVs have clearly highlighted the importance of the founder’s global vision and proactive mindset to be reflected strongly across organizational characteristics and operations (Knight and Cavusgil, 2004; Coviello, 2015). Nevertheless, much of the existing research on marketing orientation in international entrepreneurship has focused on the external environment rather than on the firm’s internal environment, thus widening the knowledge gap on the role of EO and MO for international performance and growth of BGs/INVs.

The purpose of this special issue is to shed new light on the nature of strategic orientations adopted by BGs/INVs and their respective impacts on their international growth and performance. We invite researchers to submit conceptual and empirical papers on any issue that addresses strategic orientations in BGs/INVs. Specifically, this issue invites papers that advance knowledge on the internal environment under which strategic orientations emerge, develop, interact, and are implemented by BGs/INVs. We do not expect submitted papers to deal with all types of strategic orientations simultaneously: researchers could focus on just one or two orientations (e.g. market orientation, entrepreneurial orientation, innovation orientation) and explore their impact(s). It would be also interesting for papers to further highlight the problems and challenges associated with enacting specific strategic orientations in BGs/INVs and their impact on growth.  Other interesting inquiries can address the circumstances in the firm’s internal environment under which several strategic orientations develop and how such processes differ in BGs/INVs, as compared to other contexts. Consequently, potential topics include, but are not limited to:

  • Defining, adapting, and measuring international strategic orientations in BGs/INVs.
  • Levels of analysis of strategic orientation in international entrepreneurship research.
  • Antecedents to and conditions that enable and disable the adoption and implementation of international strategic orientations.
  • Different international strategic orientations and their consequential impact on performance of BGs/INVs (e.g. international performance, innovation)
  • Conceptual and empirical discrepancies across strategic orientations at an international level.
  • Interactions between multiple strategic (entrepreneurial, market, learning, technological) orientations in response to international opportunities for entrepreneurial internationalization (BGs, INVs, etc.).
  • Similarities and differences in strategic orientations across domestic/international market operations.
  • The role of industry and environment in international strategic orientation
  • The relationship between national culture and strategic orientation of BGs/INVs.
  • Strategic orientation in Born Global digital ventures
  • The relationship between strategic orientation and business model development and implementation in BGs/INVs/
  • International strategic orientation(s), early internationalization, and foreign entry mode selection (e.g. Internet; foreign agents and distributors, JVs, FDI, alliances and/or networks).
  • International strategic orientation(s) and international marketing strategy in BGs/INVs (e.g., standardization, adaptation, etc.)
  • Profiling BGs/INVs versus firms internationalizing gradually based on the constituent elements of one or more international strategic orientations (e.g., forms of export market orientation).

Please visit the Journal of International Entrepreneurship website for format and styling and submit papers online to the journal no later than 31 July 2018.

https://link.springer.com/journal/10843

Notes for Prospective Authors:

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

Papers are refereed through the journal’s double-blind peer-review process.

A guide for authors is available on http://jien.edmgr.com.

Important Dates:

The deadline for submission is: 31 July 2018 for publication in early 2020 of the journal.

Please submit to the Journal of International Entrepreneurship at http://jien.edmgr.com,  click on Submit a New Manuscript, select: Article Type and continue onward.

Editor in Chief: Hamid Etemad

E-mail: hamid.etemad@mcgill.ca

Guest Editors:

Natasha Evers

Marketing Discipline, J.E. Cairnes School of Business & Economics, National University of Ireland, Galway

Email: natasha.evers@nuigalway.ie       

Gabriela Gliga

Marketing Discipline, J.E. Cairnes School of Business & Economics, National University of Ireland, Galway.  

Email: gabriela.gliga@nuigalway.ie

Alex Rialp-Criado

Department of Business, School of Economics and Business, Universitat Autònoma Barcelona (UAB), Barcelona, Spain

E-mail: Alex.Rialp@uab.cat

References:

Bing, L.I.U. and Zhengping, F.U., 2011. Relationship between strategic orientation and organizational performance in born global: A critical review. International Journal of Business and Management6(3), p.109

Boso, N., Story, V.M. and Cadogan, J.W., 2013. Entrepreneurial orientation, market orientation, network ties, and performance: Study of entrepreneurial firms in a developing economy. Journal of Business Venturing28(6), pp.708-727

Cadogan, J. W., Kuivalainen, O. and Sundqvist, S., 2009. Export Market-Oriented Behavior and Export Performance: Quadratic and Moderating Effects Under Differing Degrees of Market Dynamism and Internationalization. Journal of International Marketing: December 2009, 17 (4), pp. 71-89.

Coviello, N., 2015. Re-thinking research on born globals. Journal of International Business Studies46(1), pp.17-26

Covin, J.G. and Miller, D., 2014. International entrepreneurial orientation: Conceptual considerations, research themes, measurement issues, and future research directions. Entrepreneurship Theory and Practice, 38(1), pp.11-44

Dess, G.G. and Davis, P.S., 1984. Porter's (1980) generic strategies as determinants of strategic group membership and organizational performance. Academy of Management journal27(3), pp.467-488

Ellis, P.D., 2007. Distance, dependence and diversity of markets: Effects on market orientation. Journal of International Business Studies38(3), pp.374-386

Evered, R., 1983. So what is strategy?. Long range planning16(3), pp.57-72

Evers, N. 2011. Market orientation in new export ventures, International Journal of Entrepreneurship & Innovation Management, 13 (3-4), pp. 357-376.

Hakala, H., 2011. Strategic orientations in management literature: Three approaches to understanding the interaction between market, technology, entrepreneurial, and learning orientations. International Journal of Management Reviews, 13, pp. 199-217. 

Jaworski, B.J. and Kohli, A.K., 1993. Market orientation: antecedents and consequences. The Journal of marketing, pp.53-70

Knight, G.A. and Cavusgil, S.T., 2004. Innovation, organizational capabilities, and the born-global firm. Journal of International Business Studies, 35(2), pp.124-141.

Lado, A.A., Boyd, N.G. and Wright, P., 1992. A competency-based model of sustainable competitive advantage: Toward a conceptual integration. Journal of management18(1), pp.77-91

Manu, F.A. and Sriram, V., 1996. Innovation, marketing strategy, environment, and performance. Journal of business Research35(1), pp.79-91

Martin, S.L. and Javalgi, R.R.G., 2016. Entrepreneurial orientation, marketing capabilities and performance: The moderating role of competitive intensity on Latin American international new ventures. Journal of Business Research, 69(6), pp. 2040-2051.

Pelham, A.M. and Wilson, D.T., 1995. A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of small-firm performance. Journal of the academy of marketing science24(1), pp.27-43

 Porter, M.E. 1980. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press, 1980. 

 Teece, D.J., Pisano, G. and Shuen, A., 1997. Dynamic Capabilities and Strategic Management. Strategic Management Journal18(7), pp.509-533

 Venkatraman, N., 1989. The concept of fit in strategy research: Toward verbal and statistical correspondence. Academy of management review14(3), pp.423-444

International Business Certificate 

Assistant/Associate Professor of Management with a focus on Strategic Management and a secondary interest in International Business. Applications are invited for a tenure-track position in Strategic Management at the rank of Assistant or Associate Professor. Prior teaching and, especially, industry experience are valued.  Opportunities exist for summer research grants, additional teaching income (e.g. executive education and summer school), underwritten travel to professional conferences, and other international travel.

At the Assistant level, a Ph.D. or DBA in Management or a related area is required along with evidence of teaching effectiveness and research potential.  At the Associate level, candidates should also have a record of successful research and publication.  While the appointment involves teaching at both the undergraduate and MBA levels, candidates with an interest and/or prior experience in executive education (e.g. our EMBA program) are encouraged to apply.  (All employees, as well as candidates for this position, must show employment eligibility verification as required by the U.S. Citizenship and Immigration Service.)

Position Available: August 2016

Salary: Competitive

Loyola Marymount University, a comprehensive university in the mainstream of American Catholic higher education, seeks professionally outstanding applicants who value its mission and share its commitment to academic excellence, the education of the whole person, and the building of a just society. LMU is an equal opportunity institution actively working to promote an intercultural learning community. Women and minorities are encouraged to apply. (Visit www.lmu.edu for more information.)

CONTACT: Applicants should send their curriculum vitae, evidence of teaching effectiveness, letters of reference and a sample of research work by October 15, 2015 to Dr. Dong Chen, Chair, Management Department Search Committee, College of Business Administration, Loyola Marymount University, One LMU Drive,  Los Angeles, CA, 90045. Email submissions are encouraged to Dong.Chen@lmu.edu.

A limited number of opportunities for interviews will be available at the Academy of Management meeting in Vancouver. To request an interview there, please contact Dr. Peter Ring at peter.ring@lmu.edu.

Assistant/Associate Professor of Management with a specialization in Strategic Management and International Business. Applications are invited for a tenure-track position in Management at the rank of Assistant or Associate Professor. Prior teaching and industry experience are valued. Opportunities exist for summer research grants, additional teaching income (e.g. executive education and summer school), underwritten travel to professional conferences, and other international travel.

At the Assistant level, a Ph.D. or DBA in Management or related area is required along with evidence of teaching effectiveness and research potential. At the Associate level, candidates should also have a record of successful research and publication. While the appointment involves teaching at both the undergraduate and MBA levels, candidates with an interest and/or prior experience in executive education (e.g. our EMBA program) are encouraged to apply. (All employees, as well as candidates for this position, must show employment eligibility verification as required by the U.S. Immigration and Naturalization Service.)

Position Available: August 2011.

Application Closing Date: November 1, 2010.

Salary: Competitive

Loyola Marymount University, a comprehensive university in the mainstream of American Catholic higher education, seeks professionally outstanding applicants who value its mission and share its commitment to academic excellence, the education of the whole person, and the building of a just society. LMU is an equal opportunity institution actively working to promote an intercultural learning community. Women and minorities are encouraged to apply. (Visit www.lmu.edu for more information.)

CONTACT: Applicants should send their curriculum vitae, evidence of teaching effectiveness, letters of reference and a sample of research work to Dr. Peter Ring, Chair, Management Department Search Committee, College of Business Administration, Loyola Marymount University, One LMU Drive, Los Angeles, CA, 90045. Email submissions are encouraged.

ACADEMY OF MANAGEMENT INTERVIEWS: There will be several department members at the Academy of Management Meeting in Montreal and a very limited number of preliminary interviews will be available. If interested, please send an indication of interest and vita to Dr. Jeffrey Gale, Chair of the Management Department at jgale@lmu.edu.

Loyola University Maryland's Sellinger School of Business and Management invites applicants for a visiting assistant professor position in the Management/International Business department for the spring 2013 semester. Candidates must possess a doctorate (or be ABD) in international business or a related field from an AACSB accredited institution. This position will have primary teaching responsibilities in the international business area with a secondary interest in management/entrepreneurship.

Applicants must show evidence of, or potential for, excellence in teaching, a productive program of scholarly research, and commitment to service of the department, institution and discipline. Teaching load is expected to be 4 courses for the semester.

The Joseph A. Sellinger, S.J., School of Business and Management at Loyola University Maryland is AACSB-accredited in business and accounting and offers undergraduate, graduate and Executive MBA programs. The university is ranked second among comprehensive universities in the Northern region by US News & World Report. Baltimore is rich in history and ethnic diversity and offers convenient access to Philadelphia and Washington D.C.

The University welcomes applicants from all backgrounds who can contribute to its educational mission. Loyola is an Equal Employment Opportunity Employer, seeking applications from underrepresented groups. Additional information is available at www.loyola.edu. To apply, please go to https://careers.loyola.edu to submit your credentials.

Apply Here: http://www.Click2apply.net/yqtc4cw

 

Loyola University Maryland's Sellinger School of Business and Management invites applicants for a tenure track position in the Management/International Business department for the 2013-14 academic year. Candidates must possess a doctorate (or be ABD) in international business or a related field from an AACSB accredited institution.

This position will have primary teaching responsibilities in the international business area with a secondary interest in management/entrepreneurship. Applicants must show evidence of, or potential for, excellence in teaching, a productive program of scholarly research, and commitment to service of the department, institution and discipline. Teaching load is expected to be 3/2 for the first 2 years moving to a 3/3 load thereafter. Research expectations include remaining AQ by the Sellinger definition of 2 peer reviewed journal articles plus points in a five year rolling window. Service includes, but is not limited to - academic advising, attending department meetings, & serving on university committees. Applicants must also show potential for engagement with and contribution to the Jesuit mission of the University.

The Joseph A. Sellinger, S.J., School of Business and Management at Loyola University Maryland is AACSB-accredited in business and accounting and offers undergraduate, graduate and Executive MBA programs. The university is ranked second among comprehensive universities in the Northern region by US News & World Report. Baltimore is rich in history and ethnic diversity and offers convenient access to Philadelphia and Washington D.C. The University welcomes applicants from all backgrounds who can contribute to its educational mission. Loyola is an Equal Employment Opportunity Employer, seeking applications from underrepresented groups. Additional information is available at www.loyola.edu. To apply, please go to https://careers.loyola.edu to submit your credentials. Apply Here: http://www.Click2apply.net/c2tsftn

Loyola University Maryland's Sellinger School of Business and Management invites applicants for a tenure track position in the Management/International Business department for the 2012-13 academic year. Candidates must possess a doctorate (or be ABD) in international business or a related field from an AACSB accredited institution. This position will have primary teaching responsibilities in the international business area with a secondary interest in management/entrepreneurship. Applicants must show evidence of, or potential for, excellence in teaching, a productive program of scholarly research, and commitment to service of the department, institution and discipline. Teaching load is expected to be 3/2 for the first 2 years moving to a 3/3 load thereafter. Research expectations include remaining AQ by the Sellinger definition of 2 peer reviewed journal articles plus points in a five year rolling window. Service includes, but is not limited to - academic advising, attending department meetings, & serving on university committees. Applicants must also show potential for engagement with and contribution to the Jesuit mission of the University.

The Joseph A. Sellinger, S.J., School of Business and Management at Loyola University Maryland is AACSB-accredited in business and accounting and offers undergraduate, graduate and Executive MBA programs. The university is ranked second among comprehensive universities in the Northern region by US News & World Report. Baltimore is rich in history and ethnic diversity and offers convenient access to Philadelphia and Washington D.C. The University welcomes applicants from all backgrounds who can contribute to its educational mission. Loyola is an Equal Employment Opportunity Employer, seeking applications from underrepresented groups.

Additional information is available at www.loyola.edu. To apply, please go to http://careers.loyola.edu to submit your credentials. Apply Here: http://www.Click2Apply.net/r2zwx9q

Loyola University Maryland's Sellinger School of Business and Management invites applicants for a tenure track position in the Management/International Business department for the 2012-13 academic year. Candidates must possess a doctorate (or be ABD) in international business or a related field from an AACSB accredited institution. This position will have primary teaching responsibilities in the international business area with a secondary interest in management/entrepreneurship.

Applicants must show evidence of, or potential for, excellence in teaching, a productive program of scholarly research, and commitment to service of the department, institution and discipline. Teaching load is expected to be 3/2 for the first 2 years moving to a 3/3 load thereafter. Research expectations include remaining AQ by the Sellinger definition of 2 peer reviewed journal articles plus points in a five year rolling window. Service includes, but is not limited to - academic advising, attending department meetings, & serving on university committees. Applicants must also show potential for engagement with and contribution to the Jesuit mission of the University.

The Joseph A. Sellinger, S.J., School of Business and Management at Loyola University Maryland is AACSB-accredited in business and accounting and offers undergraduate, graduate and Executive MBA programs. The university is ranked second among comprehensive universities in the Northern region by US News & World Report. Baltimore is rich in history and ethnic diversity and offers convenient access to Philadelphia and Washington D.C.

The University welcomes applicants from all backgrounds who can contribute to its educational mission. Loyola is an Equal Employment Opportunity Employer, seeking applications from underrepresented groups. Additional information is available at www.loyola.edu. To apply, please go to http://careers.loyola.edu to submit your credentials.

Loyola University Maryland’s Sellinger School of Business and Management invites applicants for a Visiting Assistant Professor in the Management/International Business department for the 2014-15 academic year. Candidates must possess a doctorate (or be ABD) in international business (or a related field) from an AACSB accredited institution. The position will have primary teaching responsibilities in international management and international business as well as elective courses in an area of the candidate’s special strength.

Applicants must show evidence of, or potential for, excellence in teaching and a commitment to service for the department, school and discipline. The teaching load is expected to be 4 courses per semester. A willingness and ability to teach undergraduate and MBA level courses at any of Loyola’s three campuses is required. The Joseph A. Sellinger, S.J., School of Business and Management at Loyola University Maryland is AACSB-accredited in business and accounting and offers undergraduate, graduate and Executive MBA programs.

The university is ranked fifth among comprehensive universities in the Northern region by US News & World Report. Baltimore is rich in history and ethnic diversity and offers convenient access to Philadelphia and Washington D.C. The university welcomes applicants from all backgrounds who can contribute to its educational mission. Loyola is an Equal Employment Opportunity Employer, seeking applications from underrepresented groups.

Additional information is available at www.loyola.edu. To apply, please go to https://careers.loyola.edu and submit your credentials. Apply Here: http://www.Click2apply.net/54xgnj8

Faculty Position in International Business/Strategic Management Fall 2013 The Joseph A. Butt, S.J., College of Business at Loyola University New Orleans seeks an assistant professor of international business/strategic management commencing Fall 2013-14. This is a tenure track position.

Responsibilities include:

1) teaching international business and related courses, and strategic management at the undergraduate and graduate (MBA) levels;
2) performing high quality original IB and strategy research, and
3) serving the Loyola, New Orleans, and professional academic communities.

Consideration will be given to candidates who employ both theoretical and experiential learning, teaching and research methods. Minimum qualifications include a Ph.D. or D.B.A in international business or strategic management from an AACSB-accredited university.

Highest consideration will be given to candidates who have
(1) a history of using experiential learning methods to build on strong theoretical foundations, and
(2) a proven track record of producing high quality research in the field of management.

Please submit electronically a letter of application, resume, summary of teaching evaluations, sample publication, and three references to: Dr. Len Treviño, Chair of Management Search Committee at ltrevino@loyno.edu. Applications will be considered until the position is filled; however, applicants are encouraged to submit their materials by June 15, 2012, for full consideration. Selected applicants will be invited to interview with the committee at the Academy of Management Annual Meeing in Boston, MA.

Loyola University New Orleans is an Equal Opportunity, Affirmative Action Employer. Women and minorities are encouraged to apply.

Maastricht University School of Business and Economics (SBE) has a vacancy for Full Professor in Organisation Studies. The chair is in the department of Organisation and Strategy.

SBE has large and high-quality bachelor and master programmes in International Business and International Business Economics. The School is triple accredited (AACSB, AMBA, EQUIS).

Applicants should have a strong international publication record.

The end date of application is Aug 25, 2014. Please apply with prof.dr Martin Carree, Head of Department at m.carree@maastrichtuniversity.nl

Assistant/Associate Professor Public Relations

School of Business Competition No: 16.04.060

MacEwan University inspires students through a powerful combination of academic excellence and personal learning experiences. Located in culturally enriched, downtown Edmonton, our comprehensive undergraduate university offers over 65 programs to approximately 19,000 full- and part-time students. With a dedication to teaching excellence informed by scholarly research and creative activity, MacEwan provides an exceptional collaborative and supportive learning environment with a commitment to environmental sustainability and opportunities for community engagement. In support of faculty professional development, unique and enhanced services are provided through the Centre for the Advancement of Faculty Excellence (CAFÉ).

The Department of International Business, Marketing, Strategy and Law invites applications for a full-time probationary appointment in Public Relations at the rank of Assistant Professor or Associate Professor, commencing on or after January 1, 2017, subject to final budgetary approval.

The School of Business is seeking faculty with demonstrated potential to publish and present their research while achieving teaching excellence in the classroom. Ideally the department is seeking active researchers in Public Relations, or in a related area.

A review of applications will begin August 31, 2016.

Preferred candidates will hold a Ph.D; with a primary commitment to undergraduate teaching and ability to demonstrate to the hiring committee a research plan. Professional and teaching experience in Public Relations, or related areas, such as corporate diplomacy, reputation management, stakeholder analysis and integrated marketing communications, are desirable. Accreditation by a professional designation would also be an asset.

Applicants should submit a cover letter, curriculum vitae, teaching dossier (including recent teaching evaluations), statement of research interests, sample of scholarly work, and academic transcripts. Three letters of reference, quoting the competition number and candidate name, should be sent directly from referees to careers@macewan.ca. This position is included under the Faculty Association collective agreement. Salary will commensurate with qualifications and experience. This position will be open until a suitable candidate is found.

How to Apply: Only applications received electronically will be considered. To apply, go to http://www.macewan.ca/careers and select the job posting.

Thank you for your interest in employment with MacEwan University. We will be reviewing all applications to select the candidates whose qualifications and experience most closely meet our needs. Only applicants selected for interviews will be contacted. All qualified candidates are encouraged to apply; however, Canadian citizens and permanent residents will be given priority. For general inquiries, please contact us at careers@macewan.ca.

Macmillan Learning provides higher education resources for instructors and students on a variety of courses including chemistry, psychology, nutrition, mathematics, and economics. The website offers eBooks, custom solutions, textbooks, and high school/AP resources. The site also contains course materials to help support instructors including eLearning materials, course packs, and online skill practices.

Located amongst a stunning natural park-like backdrop within the high-technology corridor of Sydney's north-west, Macquarie University is a modern, research-intensive institution serving the needs of both industry and the community. With a strong global focus, numerous international research collaborations, strong industry links, four departments and three research centres, the Faculty of Business and Economics is the largest faculty within Macquarie University and one of Australia’s largest business and commerce faculties. It is recognised through national teaching excellence awards and business/industry prizes for it’s teaching quality while delivering well on its mission to improve its reputation, relevance and resilience.

Staff in the Department of Marketing and Management deliver units in five majors of the Bachelor of Commerce (demography, human resources management, international business, marketing, and public sector management), the Bachelor of Business Administration and the new Bachelor of Marketing and Media. At Postgraduate level staff contribute to three Master of Commerce specialisations (Human resource Management, Business Organisation and Management and Marketing) and the masters of International Business.

The Department of Marketing and Management has an opportunity for an Associate Professor to make a strong contribution to the development of the International Business discipline through research and teaching.

As the discipline leader, the successful applicant will:
• support the department’s research culture and drive the research capability of the International Business discipline by demonstrating their ability to attract external funding through internal/external grant applications mentoring junior staff and supervision of higher degree students
• contribute to teaching excellence through innovative curriculum development while teaching relevant and engaging undergraduate and postgraduate courses
• contribute to the administration of the department
• promote external links by engaging with industry and working with colleagues on new strategic initiatives

The discipline leader will possess (essential selection criteria):
• a PhD or equivalent relevant doctorate
• an established research program with a record of substantial publications
• extensive experience teaching at undergraduate and postgraduate levels
• leadership skills and extensive experience in research supervision
• a national and international reputation in research
• a track record of successful applications for external research funding

Appointment Type: full-time, continuing Package: Base salary (level D) from $118,847 to $130,860 pa, plus 17% employer’s superannuation and annual leave loading. Performance based loadings may also be considered.

Enquiries: Professor Lucy Taksa, Head of Department on (02) 9850 4811 or email fbe-bus-hod@mq.edu.au.

Applications Close: 10.59pmEST on Sunday 11 December 2011

Macquarie University is an Equal Opportunity Employer with a commitment to diversity and social inclusion. We encourage applications from Indigenous Australians; people with a disability; those from culturally and linguistically diverse backgrounds; and women (particularly for senior and non-traditional vacancies).

Please note that only those applications submitted via the Macquarie University Online Recruitment System will be accepted. Where circumstances such as disability or remote location prohibit your access to our online system please contact the enquiries person listed in this advertisement for assistance.

Editor: Dr Pi-Chi Chen

Anglia Ruskin University, UK (pi-chi.chen@aru.ac.uk)

Proposed Publisher: Palgrave Macmillan/Springer

Year of Publication: 2025

Overview

Taiwan’s post-war economic trajectory has been marked by rapid industrialisation and integration into global markets, positioning it as a pivotal player in the ‘East Asian economic miracle.’ The nation’s economic liberalisation facilitated the expansion of Taiwanese enterprises into large-scale business conglomerates. However, the forces of globalisation have significantly reshaped Taiwan’s industrial landscape, prompting an exodus of businesses to China in pursuit of cost-efficiency and competitive survival. While this expansion has increased the scale of Taiwanese firms, it has concurrently reduced profit margins and reinforced familial control structures. This transformation has exerted pressure on Taiwan’s once-thriving small and medium-sized enterprises (SMEs), which historically formed the backbone of its economic development. Consequently, formerly stable industrial clusters have become more fluid and transient.

Recent geopolitical and economic developments, particularly escalating US-China trade tensions, have intensified Taiwan’s role in global supply chains. Taiwan's semiconductor industry, responsible for approximately 21% of global chip manufacturing and over 92% of the most advanced chips (US International Trade Commission, 2024), remains central to international economic strategy and political negotiations. While other nations seek to diversify their supply chains and reduce reliance on Taiwanese technology, Taiwan faces new vulnerabilities and strategic opportunities amid a rapidly evolving global economic order.

These structural changes have triggered complex economic, social, and political ramifications, including slowing economic growth, increasing social unrest, and intensifying geopolitical challenges. This edited volume seeks to critically examine Taiwan’s contemporary socio-economic and cultural transformations within the broader context of regional and global shifts. By fostering interdisciplinary dialogue, this project aims to generate empirical and theoretical insights into Taiwan’s evolving role in global affairs.

Objectives and Scope

This volume invites contributions that explore Taiwan’s economic, social, cultural, and geopolitical development through interdisciplinary perspectives. Scholars from diverse disciplines are encouraged to submit research that aligns with the following key themes. We also welcome scholars focusing on China-Taiwan relations or Taiwan's interactions with other countries to contribute to this edited volume.

  1. Society: Cultural transformations, education policies, gender rights, and social movements in Taiwan.
  2. Sociology: The millennial generation, democratic transitions, decolonisation, and evolving Chinese identities in Taiwan.
  3. Economic and Industrial Development: The role of technology in driving Taiwan’s economic progress, industrial policies, and innovation ecosystems.
  4. Geopolitics and Diplomacy: China-Taiwan relationships, Taiwan's interactions with other countries, Taiwan’s semiconductor sector and Taiwan’s public and regional diplomatic strategies.
  5. Taiwan’s Global Positioning: Analysing Taiwan’s future trajectory in international political and economic relations.

Submission Guidelines

We invite scholars to contribute original research articles of approximately 8,000 words (or 25 pages). Submissions should be grounded in rigorous empirical research or theoretical analysis and adhere to academic writing standards.

Abstract Submission (250 words): 28 February 2025

Full Submission Deadline: 1 July 2025

Publication Timeline: The manuscript is scheduled for publication by the end of 2025

For inquiries or to submit your manuscript proposal, please contact Dr Pi-Chi Chen at Anglia Ruskin University, UK (pi-chi.chen@aru.ac.uk)

We look forward to contributions that will enrich the scholarly discourse on Taiwan’s future and regional development in an increasingly complex global environment.

Special Issue Editors:

Deadline for submission: October 10, 2016

Tentative publication date: Spring 2018

Introduction

The progress of research on social networks has enabled the increasingly fruitful application of network ideas across disciplines in recent times (e.g., Barabasi, 2002; Burt, Kilduff, & Tasselli, 2013; Christakis & Fowler, 2009; Jackson, 2008). In addition to its prominent role in the sociological arena, in economics, psychology, and in inter-disciplinary research, the network perspective has yielded, and continues to yield, significant advancements in many research domains.

However, despite the prominence of the social network perspective (in its many instantiations) across business disciplines, its presence in international business (IB) remains, by comparison, limited. There have been a small number of social network studies that have explored IB-related questions (e.g. Ghoshal & Barlett, 1990; Ellis, 2000; Andersson, Forsgren, & Holm, 2002; Joshi, Labianca, & Caligiuri, 2003; Forsgren, Holm, & Johanson, 2005; Vasudeva, Zaheer, & Hernandez, 2013; Cantwell, 2013; Zhang, Cantwell, & Jiang, 2014; Haas & Cummings, 2015). Other IB studies have used networks predominantly in a metaphorical sense (Ghoshal & Barlett, 1990).

These examples highlight the rich theoretical rewards from applying social network theory in IB research. Despite the flexibility and adaptability of social network theories and mechanisms, research in IB has not yet seen the levels of integration of the social network perspective evident in other fields. As a result, we see great potential for social network theories and mechanisms to extend and enrich established IB scholarship. Accordingly, we propose a special issue forum that will encourage the use of network perspectives in relation to a broad set of IB-related questions.

Topics

Social network theory and mechanisms can be – and have been – applied at multiple levels of analysis. We encourage submissions that investigate questions at the individual, group, subsidiary, firm, business group, or location (e.g. city, sub-national region and country) levels. One of the key aims of this special issue is to encourage IB network research by drawing on different disciplinary perspectives to conceptualize and construct networks at these different levels of analysis including, for example, studying the origins, evolution, and consequences of individual, inter-group, inter-firm or interorganizational level ties within and across MNEs as well as between the MNE and external actors. We welcome a diversity of theoretical perspectives and methodological and empirical approaches.

A social network is a social structure made up of a set of social actors (such as individuals, organizations, countries, or cities), sets of dyadic ties, and other social interactions between actors. The social network is a theoretical construct useful throughout the various social and behavioral sciences to study relationships between individuals, groups, organizations, or even entire societies, such as countries or regional areas. Thus, submissions to the special issue will reflect the study of social networks in international business relationships of different kinds, which may include but is not limited to more specific applications of social network theory, or social network analysis or methods. It is expected that articles will focus on the social aspects of cross-border networks used or developed for international business objectives, including both internal and external corporate networks, ethnic entrepreneurial networks, pre-firm international proto-business connections, and the role of kinship or ethnic ties in international business networks.

We see potential for social network theory to contribute to research in each of the six sub-domains of IB studies, as stated in the JIBS Statement of Editorial Policy. Studies could address topics including but not limited to:

  • How do social networks affect the activities, strategies and decision-making processes of MNEs? Conversely, how do changes in the strategies and activities of MNEs influence their social networks?
  • How do social networks of one kind (or with one type of actor) internal to MNEs influence the interactions between MNEs and other types of external actors, organizations, and institutions? How have these relationships (in terms of network tie type, tie strength, tie density and so on) been changing over time and what are the implications of these changes?
  • What is the role of social networks in the cross-border activities of firms such as intra-firm trade, finance, investment, and technology transfers?
  • How does the international environment (e.g., cultural, economic, legal, political) affect the development, characteristics, dynamics, and consequences of social networks?
  • How do social networks affect the initiation and governance of cross-border organization forms (e.g., strategic alliances, mergers and acquisitions) and cross-border activities (e.g., entrepreneurship, knowledge-based competition, corporate governance across borders)?
  • What are cross-country differences in social networks and their implications, as based, for example, on cultural differences?

We purposely state these themes in broad terms. Each theme can be approached in a number of ways, making use of the mechanisms offered by research in social networks to forge a deeper understanding of these and other issues of interest to IB research.

To further illustrate this potential, we provide brief examples of how important theories and topic areas in IB research can be developed further by integrating theory and insight from research on networks.

  • The multinational organization is core to international business. Although researchers have suggested conceptualizing the multinational organization as a social network, this perspective can be further explored and developed, especially considering the development of research on social networks in the intervening 25 years. A dynamic and evolutionary view of multinational organizations as social networks will both be closer to the reality of the phenomenon and also leverage the recent research on the dynamics and evolution of networks. To take one example, intra-firm networks might influence the internationalization decisions of multinational organizations, which would influence the boundaries of the multinational organization. Such a change in firm boundaries itself, in turn, would influence the intra-firm networks that affected these changes in the first place. In addition, the formal and informal relationships that make up intra-firm networks can relate differently to decisions and outcomes. This example also illustrates the presence and relevance of different levels and types of networks, in terms of influencing internationalization decisions, and how these decisions can be further investigated with the application of insights and tools from network research.
  • Although it is well established that actors internal to the multinational organization interact frequently in both formal and informal ways with actors external to the multinational organization, relatively little is known about the determinants of these relationships in terms of closeness and connectedness, nor do we know how these relationships change over time.
  • The Eclectic OLI (Ownership, Location, Internalization) paradigm has triggered a considerable body of research in IB. Incorporating a network perspective into this paradigm can offer new insights to broaden this well-established framework. Each of the OLI parameters might be influenced by the presence of social networks. For example,
    • Social networks with certain structural properties, for example bridging ties, have been suggested as means for actors to obtain privileged access to resources. Hence, networks might be an important source of multinational organizations’ ownership advantages.
    • The presence of networks with particular structures, such as those that demonstrate small-world properties, can influence the overall effectiveness of systems, thereby making a location characterized by these structures more attractive. Because such networks can be locally embedded, they can offer a source of location advantages.
    • Studies have shown that social networks can influence the emergence and development of trust, as well as reputation mechanisms. Therefore, the presence of cohesive or dense networks might make market-based governance mechanisms more or less attractive, which would affect multinational organizations’ internalization advantages.
  • An assumption underlying many IB theories is that multinational organizations doing business abroad face costs, i.e., they incur a liability of foreignness (LoF). Incorporating social network theory can further enrich our understanding of this core IB concept. For example:
    • To what extent is a multinational organization’s LoF driven by the absence of local networks?
    • What kinds of local or global networks help mitigate LoF?
    • How might the interplay of a multinational organization’s global network and the local networks of the multinational organization’s subsidiaries work together to reduce LoF?
    • How do informal networks (e.g., immigrant networks that establish social and business connections between a home and host country) mitigate LoF?

In addition, applications of social network theory to IB issues may also enrich the social network perspective, for instance by elucidating issues like:

  • How do the formation, evolution and consequences of networks with actors that are dispersed across different countries differ from those of networks with actors concentrated within a single country?
  • How do networks and institutions co-evolve differently across countries?
  • How and when do network properties like structural holes and closure manifest themselves differently in different institutional environments?
  • To what extent does network research in a cross-border setting require different methodological approaches than those conducted within a single country?

We emphasize that the foregoing represents a suggestive list and we would encourage authors to explore the application and extension of social networks mechanisms and methods to IB theories, topics and questions in ways that extend beyond this list.

Submission Process

All manuscripts will be reviewed as a cohort for this special issue. Manuscripts must be submitted in the window between September 26, 2016, and October 10, 2016, at http://mc.manuscriptcentral.com/jibs. All submissions will go through the JIBS regular double-blind review process and follow the standard norms and processes.

For more information about this call for papers, please contact the Special Issue Editors or the JIBS Managing Editor (managing-editor@jibs.net).

References

Andersson, U., Forsgren, M., & Holm, U. 2002. The strategic impact of external networks: subsidiary performance and competence development in the multinational corporation. Strategic Management Journal, 23(11): 979-996.

Barabasi, L. 2002. Linked. Penguin, London, England.

Burt, R. S., Kilduff, M., & Tasselli, S. 2013. Social network analysis: Foundations and frontiers of advantage. Annual Review of Psychology, 64: 527-547.

Cantwell, J. A. 2013. Blurred boundaries between firms, and new boundaries within (large multinational) firms: the impact of decentralized networks for innovation. Seoul Journal of Economics, 26(1): 1-32.

Christakis, N. A. & Fowler, J. H. Connected. 2009. The surprising power of our social networks and how they shape our lives. New York: Little Brown.

Ellis, P. 2000. Social ties and foreign market entry. Journal of International Business Studies, 31(3): 443-469.

Forsgren, M., Holm, U., & Johanson, J. 2005. Managing the embedded multinational: A business network view. Edward Elgar: Cheltenham, UK.

Ghoshal, S., & Bartlett, C. A. 1990. The multinational corporation as an interorganizational network. Academy of Management Review, 15(4): 603-626.

Haas, M. R., & Cummings, J. N. 2015. Barriers to knowledge seeking within MNC teams: Which differences matter most? Journal of International Business Studies, 46(1): 36-62.

Jackson, M. O. 2008. Social and economic networks. Princeton, NJ: Princeton University Press.

Joshi, A., Labianca, G., & Caligiuri, P. M. 2003. Getting along long distance: Understanding conflict in a multinational team through network analysis. Journal of World Business, 37(4): 277-284.

Vasudeva, G., Zaheer, A., & Hernandez, E. 2013. The embeddedness of networks: Institutions, structural holes, and innovativeness in the fuel cell industry. Organization Science, 24(3): 645-663.

Zhang, F., Cantwell, J. A., & Jiang, G. 2014. The competence creation of recently-formed subsidiaries in networked multinational corporations: Comparing subsidiaries in China and subsidiaries in industrialized countries. Asian Business & Management, 13(1): 5-41.

Special Issue Editors

Ilya RP Cuypers is an Assistant Professor of Strategy at the Lee Kong Chian School of Business, Singapore Management University. He received his PhD in strategic management and international business from Tilburg University, the Netherlands. His current research focuses on the governance, dynamics and performance implications of external corporate development activities (e.g., acquisitions, alliances and joint ventures), investment decisions under uncertainty, and issues related to interorganizational ties. His work has been published in journals such as Organization Science, Strategic Management Journal and Journal of International Business Studies. He is a member of the Editorial Review Board of the Journal of International Business Studies and the Global Strategy Journal.

Gokhan Ertug is an Associate Professor of Strategic Management at the Lee Kong Chian School of Business, Singapore Management University. He received his PhD in Management from INSEAD. He is interested in studying social networks, status, reputation, and trust. Beyond studying these topics in various settings, including settings in international business, he also has an interest in studying distance and categorization specifically in an international business context.

Martin Kilduff is Professor of Organizational Behavior at UCL, former editor of Academy of Management Review (2006-08), and currently associate editor of Administrative Science Quarterly. He received his PhD from Cornell University. Prior to joining UCL he served as Diageo Professor of Management Studies at Cambridge University, and prior to that served on the faculties of University of Texas at Austin, Penn State, and Insead. Martin’s work focuses on social networks in organizations and includes the co-authored books Social networks and organizations (Sage, 2003); and Interpersonal networks in organizations: Cognition, personality, dynamics and culture (Cambridge University Press, 2008). His articles have appeared in a diverse range of journals, including Administrative Science Quarterly, Academy of Management Journal, Organization Science, Journal of Personality and Social Psychology, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Journal of International Business Studies, and Social Networks.

Akbar (Aks) Zaheer is Professor and Curtis L. Carlson Chair in Strategic Management at Carlson School of Management, University of Minnesota. He received his PhD in strategic management from the Massachusetts Institute of Technology and his Master's in Business from the Indian Institute of Management in Ahmedabad. His current research themes include social networks, the antecedents and consequences of trust in organizations and in interfirm exchange, and strategic alliances, among others. He has served as Associate Editor of Academy of Management Review and as co-editor of several well-cited special issues, including Strategic Management Journal (Special Issue on Strategic Networks, 2000) and Organization Science (Special Issue on The Genesis and Dynamics of Networks, 2012). He has published in many journals, including Journal of International Business Studies, Administrative Science Quarterly, Organization Science, Management Science, Strategic Management Journal, Academy of Management Review, Academy of Management Journal, and Global Strategy Journal. He is an elected Fellow of the Strategic Management Society.

John Cantwell is the Editor-in-Chief of the Journal of International Business Studies from 2011-16. He is Distinguished Professor (Professor II) of International Business at Rutgers University. He was previously Professor of International Economics at the University of Reading. John Cantwell's main research areas are the analysis of corporate technological change and international business. He is the author of Technological Innovation and Multinational Corporations (Basil Blackwell, 1989), which remains one of the most cited books in the international business field, since it helped to inspire a new literature on the role of international networks in technology creation, which now lies at the center of the international business research area. He was the President of the European International Business Academy (EIBA) in 1992, and in 2001 he was elected as one of four EIBA Founding Fellows. In 2005 he was elected as a Fellow of the Academy of International Business (AIB), and he was Vice President of the AIB in 2006-08, when he was responsible for the program of the annual conference of the AIB held in Milan in 2008.

Journal of East European Management Studies (JEEMS) Call for Papers for Special Issue: Management and Organization in Times of War

Deadlines: 

  • Deadline for Extended Abstracts: 31st July, 2024
  • Deadline for Submissions: 30th November, 2024

War always has a profound effect on various fields of study, and management studies is no exception. (Aronovici, 1919; Fenelon, 1940; Hutton, 1918; Powell, 1954). The ongoing Russian invasion of Ukraine has not only heightened the global focus on the region, but has also intensified the scrutiny of war's impact on management practice and theory. This unique and turbulent context provides a rich backdrop for exploring the diverse and dynamic ways in which war reshapes management and organizational behaviour across different sectors (Havrylyshyn et al., 2024; Maśloch, 2023; Opatska et al., 2024).

As we witness the unfolding events in Ukraine, it becomes increasingly clear how integral management studies are for understanding and navigating the complexities introduced by war. From strategic decision-making under duress to the transformation of organizational structures and cultures in response to crisis, the challenges are as varied as they are critical (Levy, 1986). This special issue addresses these pressing issues by seeking insights into the resilience, adaptability, and innovation that emerge in times of war and conflict.

We invite scholars and practitioners to contribute their research and perspectives on how war affects different branches of management, including but not limited to international management (Dai et al., 2017; Meyer et al., 2023; Reade & Lee, 2012), supply chain management (Bednarski et al., 2023; Cui et al., 2023; Krykavskyy et al., 2023), crisis management (Opatska et al., 2024), organizational resilience, leadership under stress, organizational change, and the role of identity and memory in organizational behaviour (Barnes & Newton, 2018). Our geographical focus is on the transition countries of Central and Eastern Europe as well as Caucasian countries, covering not only the current war in Ukraine, but also other armed conflicts in the region, both current (e.g. the conflict between Armenia and Azerbaijan) and in the past (e.g. the wars in ex-Yugoslavia).

This special issue aims to bring together a comprehensive array of analyses that examine not only the immediate impacts of the violent conflict but also consider the long-term implications for management theory and practice. We aim to develop a multidimensional understanding of management and organization in times of war, drawing from empirical research, theoretical advancements, and detailed case studies. Thus, conceptual as well as quantitative and qualitative studies are welcome. Submitted papers will undergo a double-blind peer review process and will be evaluated by at least two anonymous reviewers.

Submission process (two paths) and important dates: 

⇒ Path 1 (optional)

  • Deadline for extended abstracts submissions: 31st July, 2024 (send to thomas.steger@ur.de)
  • Presentation of selected extended abstracts in two Paper Development Workshops (details will be provided after abstract acceptance)
    • a)  in person at the AIB-CEE Conference in Budapest, 18-21, September, 2024
    • or b)  online via Zoom on 13th September, 2024

⇒ Path 2

  • Deadline for full paper submissions: 30th November, 2024 (send to thomas.steger@ur.de)
  • Initial desk-rejections by 20th December, 2024
  • 1st round of double-blind reviews completed by end of February, 2025
  • Deadline for submission of revised versions by end of May, 2025
  • 2nd round of double-blind reviews completed by end of August, 2025
  • Final decision on inclusion in the special issue by end of September, 2025
  • Publication of the SI: November/December, 2025

In order to support potential authors for this special issue, two paper development workshops will be organized, one in person at the AIB-CEE Conference in Budapest (18-21 September 2024) and one virtually via zoom on 13 September 2024. Potential authors interested in these events are invited to submit their extended abstracts (1-3 pages) to Thomas Steger by 31 July 2024 (thomas.steger@ur.de).

Final acceptance depends on the reviewers’ judgment regarding:

  1. Thematic fit: does the submission contribute to the topic of the special issue?
  2. Theoretical contribution: Does the submission offer novel insights or extend existing considerations?
  3. if applicable: Empirical contribution: Are the study design, data analysis, and results rigorous and appropriate to the research questions? Do empirical findings offer innovative insights?

All submissions should be prepared for blind review in line with the JEEMS author guidelines (https://www.jeems.nomos.de/fileadmin/jeems/doc/Authors_Guidelines.pdf). Informal enquiries regarding the special issue (topics, potential fit etc.) are welcome and can be directed to the guest editors Taras Danko (taras.danko@khpi.edu.ua), Tetiana Sobolieva (sobolieva_tetiana@kneu.edu.ua), Piotr Trąpczyński (piotr.trapczynski@ue.poznan.pl), or Thomas Steger (thomas.steger@ur.de).

Overview and Purpose of the special issue

While rapidly globalizing, contemporary multinational firms are increasingly dealing with suppliers and customers in emerging markets including China, India, and Brazil, among many other countries (Simões, Singh, & Perin, 2015) and given their unique business practices stemming from the locally prevalent cultures and unique institutions (Sheth, 2011), managers at multinational firms or local companies doing business in those markets need to understand their relationship management protocols to stay abreast on the potential strategic implications of local relationship management practices (Hewett & Krasnikov, 2016). For examples, institutional voids such as weak intellectual property rights in emerging markets challenge firms’ decisions in sharing new product development and technology in their global supply chains (Chang, Bai, & Li, 2015; Murphy & Li, 2015). However, our efforts to understand the required actions to deal with knowledge on how institutional and cultural environments in emerging markets shape local relationship management protocols fall short of the current business practices in such markets (Kumar, 2014). While selected few streams of literature serves well in that regard, there is a compelling need for additional research to further our understanding on the relationship management practiced by both multinational managers and local business partners in emerging markets (Murphy & Li, 2015; Sheth, 2011).

Our lack of knowledge on the unique relationship management protocols in emerging markets may be attributed to the disconnect between Western society-focused research and locally required business practices in these emerging markets (Murphy & Li, 2015). Furthermore, the state-of-the-art research technique and rigor expected by academic journals in the Western society could have built barriers for researchers and managers in emerging markets that prevent them from sharing their experience and knowledge with the Western world (Vincent-Lancrin, 2006). To overcome the current gap, researchers need to place bridging efforts to bring about the unique relationship management mechanism of the business world in emerging markets.

This special issue calls for research that addresses emerging market-specific relationship management practices in multinational firms’ daily operations including local partnerships/supplier managements and buyer/customer relationship management. We are particularly interested in research findings that are emerging market-specific while generalizable across those newly active emerging markets in the global economy.

Given the objectives of the special issue, researchers are encouraged to contribute to the understanding of the relationship management practices in emerging markets. Specifically, this special issue is interested in research topics and findings that can further our current understanding of relationship management practices outside Western markets. We are seeking contributions not only from the theoretical lens, but also from the methodological perspectives to open up the doors for non-traditional, yet scientific methodologies that may stimulate future research on relationship management in emerging markets.

All submissions must have unique contributions theoretically, or methodologically, or both. Given the potential unique contributions sought by the special issue, conceptual studies with well thought-out propositions, empirical studies with emerging market-specific findings, and methodological papers that open up new ways to carry out future studies in emerging markets are all welcome.

The potential research topics for the special issue may include, but are not limited to, the following topics:

  • Relationship management protocols by managers of multinational firms for/in emerging markets
  • Drivers of successful relationship management in emerging markets
  • Decision behaviors of managers in emerging markets
  • Influences of local formal and informal institutions on the relationship management process/outcomes in emerging markets
  • Comparing and contrasting the similarities and differences in relationship management between the Western world and emerging markets
  • Role of locally prevailing business practices in relationship management in emerging markets
  • Emerging market specific customer/buyer relationship management practices
  • Locally prevailing organizational styles and their impacts on relationship management in emerging markets
  • Local management, leadership styles, and decision process in emerging markets
  • Decision mechanism that serve interfirm relationship management practices in emerging markets
  • Firm size, power, and dependence in supplier-buyer relationships and their implications for relationship management
  • Decision making on innovation (product, service, or business model innovation) in customer/buyer relationship in emerging markets
  • Performance implications of local style relationship management practices

Preparation and submission of paper and review process

 Papers submitted must not have been published, accepted for publication, or presently be under consideration for publication elsewhere. Submissions should be about 6,000-8,000 words in length. Copies should be uploaded on Industrial Marketing Management’s homepage through the EVISE system. You need to upload your paper using the dropdown box for the special issue on “Managing B2B Relationship with Emerging Market Partners”. For guidelines, visit  http://www.elsevier.com/wps/find/journaldescription.cws_home/505720/authorinstructions. Papers not complying with the notes for contributors (cf. homepage) or poorly written will be desk rejected. Suitable papers will be subjected to a double-blind review; hence, authors must not identify themselves in the body of their paper. (Please do not submit a Word file with “track changes” active or a PDF file.)

Please address all questions to the guest editors:

Daekwan Kim, Florida State University, USA (dkim@business.fsu.edu)
Ruey-Jer “Bryan” Jean, National Chengchi University, Taiwan (bryan@nccu.edu.tw)
Tomas Hult, Michigan State University, USA (hult@msu.edu)

References

Chang, J., Bai, X., & Li, J. J. 2015. The Influence of Institutional Forces on International Joint Ventures' Foreign Parents' Opportunism and Relationship Extendedness. Journal of International Marketing, 23(2): 73-93.

Hewett, K. & Krasnikov, A. V. 2016. Investing in Buyer–Seller Relationships in Transitional Markets: A Market-Based Assets Perspective. Journal of International Marketing, 24(1): 57-81.

Kumar, V. 2014. Understanding Cultural Differences in Innovation: A Conceptual Framework and Future Research Directions. Journal of International Marketing, 22(3): 1-29.

Murphy, W. H. & Li, N. 2015. Government, company, and dyadic factors affecting key account management performance in China: Propositions to provoke research. Industrial Marketing Management, 51: 115-21.

Sheth, J. N. 2011. Impact of Emerging Markets on Marketing: Rethinking Existing Perspectives and Practices. Journal of Marketing, 75(4): 166-82.

Simões, C., Singh, J., & Perin, M. G. 2015. Corporate brand expressions in business-to-business companies' websites: Evidence from Brazil and India. Industrial Marketing Management, 51: 59-68.

Vincent-Lancrin, S. 2006. What is Changing in Academic Research? Trends and Futures Scenarios. European Journal of Education, 41(2): 169-202.

Chapter proposals are invited for the next volume in the Stoner/Wankel Palgrave Macmillan Series on Global Sustainability through Business.  This volume focuses on risk-management and climate change.  It addresses the role businesses and their support environment – government, not-for-profits, the media, etc. – are currently playing and can consider playing in the future to deal with the impacts of climate change. 

The basic themes of this volume are that:

  1. climate change is already having major impacts on business, business is having major impacts on climate change, and these impacts continue to grow;
  2. risk management is a valuable way of framing climate change issues and for grappling with the consequences of climate change;
  3. the key players involved in managing the risks associated with climate change have learned valuable ways to protect themselves and others that all businesses can learn from, and
  4. those same key players are taking and can take ever-more valuable steps in the future not only to protect themselves and others from the negative consequences of climate change, but also to reduce and reverse the impact of the driving forces that are creating climate change.  

Although the title of this volume and its major focus will be on one major aspect of global sustainability -- climate change -- this volume continues with the overall framing of the series – that global sustainability is a multi-faceted, global, multi-generational, economic, social, environmental, and cultural phenomenon and challenge to our species – a challenge we must meet on behalf of all generations and all species.

Proposals can be any length though 200 words are ideal. Please also include a brief biography mentioning any related publications and your degrees. Send these to stoner@fordham.edu AND wankelc@verizon.net .

The deadline for proposals is March 1, 2011.  Chapter proposal acceptances will be determined by March 15, and drafts will be due June 1, 2011.  The book will be published January 1, 2012.

The Context

The recent financial crisis has exposed an increasingly polarized global economic order: stagnation in advanced developed economies and growth and rising affluence in emerging countries. As a result, polarization is shaping the regional order, in particular in Latin America. A group of economies in this region is experiencing sustainable economic growth and strong domestic markets. This group of South American countries, led by Brazil includes Colombia, Argentina, Paraguay, Chile, Peru, and Uruguay.  A second group of countries in the region is stagnating economically and becoming immersed in chaos, violence, and social instability. This second group is led by Mexico and includes most if not all of the Central American economies and some Caribbean countries. The former group has achieved sustainable growth to a great extent due to a combination of prudent macroeconomic policies, innovative social programs that alleviate poverty, and flexibility to realign their productive structure to meet the immense market opportunities of Asian growth. The latter group of economies is closely integrated with the now stagnant advanced economies in terms of trade, investment and remittances. As their economies deteriorate, poverty and violence increase.

This polarization creates structural differences in both groups. The growing economies overheat, suffer from exchange rate appreciation and inflationary pressures but enjoy growing local markets driven by an expanding middle class, and increased reserves. On the other hand, the depressed group of economies in the region exhibits large fiscal imbalances, loss of competitiveness to Asian competition, and dollarization. At the macro economic level, policy makers in both groups face different challenges and exercise a different mix of policy instruments to deal with opposite macroeconomic situations. In addition, both groups have in common a legacy of issues that include poor educational systems, income inequality, poor infrastructure, a large informal sector, corruption, obsolete legal and regulatory frameworks, and in many cases a high cost of doing business.

The most remarkable feature of this polarization that is that it has taken place over a very short time- the last five-to-seven years.  Local firms in thriving markets are pressed to keep up with the challenges of fast growth ranging from human resource shortages to shortages of supply to energy. These challenges stem from the inadequate legacy environment, with a growing concern for sustainability and social inclusion. Consequently, research on management challenges in this new context is also far behind.

Purpose

The purpose of this special issue is to call for insightful research to enhance our understanding of how to manage in a polarized environment (expansion/ stagnation) and resolve the challenges of these two contrasting environments (growth/survival).

Research Questions

Within this context, this special issue aims to address the following general questions:

1. What are the current management challenges that firms face in a polarized Latin American environment?
2. How do firms meet these different challenges and what solutions emerge as best practices to deal with stagnation or growth?
3. If polarization continues and increases in the future, how would firms’ vision, and strategies diverge?

More specific questions relate to particular challenges in specific areas of business and for firms in one of the polarized economies in the region. The following are illustrative, rather than exhaustive, of the type of research that will fit well in the special issue.

How do firms deal with the challenges of retaining management talent in a polarized regional world? The following illustrate the contrasts of challenges. In growing environments like Brazil, management is scarce and hard to retain. What incentives and human resource strategies work better to keep talent from being attracted to other firms? In the stagnant economies of the region, management talent is abundant and perhaps tempted to leave the country in search of better professional opportunities. How do firms’ slow the talent migration? What are the best practices for retention in this case?

What type of strategies work better in an expansion or a survival mode? Firms in the growth economies of Latin America deal with a case of wealth of riches: a strong and growing mass market and also a strong export market in Asia. How do firms balance growth without taxing limited strategic resources? On the other hand, how do firms in stagnant economies in the region realign their strategies and productive structures to turn around their fortunes? Should these firms aim at growing Asian markets or the growing economies in the region- the Brazil market for instance?

The special issue will also focus on more specific research questions issues such as:

In the context of poor infrastructure, what supply and logistics strategies help firms meet the increasing and more dispersed demands in domestic markets? In meeting the needs of the growing international markets, what supply and logistics strategies allow firms to compensate for the distance disadvantage vis-à-vis closer competitors to Asian markets?

What product and pricing strategies are the best for the increasing middle class affluence of consumers in markets in the expansionary economies? Conversely, what marketing strategies work better for stagnant markets in the region?

With increasing pressure to preserve natural ecosystems, how do firms develop sustainable business strategies to meet the increasing global demand for natural resource-based commodities  in large ecosystems (such as Amazonia)? What systems of economic, environmental and social indicators are used to manage growth and sustainability?

We hope that this special issue provides the venue for research to establish the foundation to study the long-term consequences of an increasing polarized Latin America and Caribbean region. Contributions are welcome to address the topic of the special issue in the form of theoretical and empirical contributions as well as case studies. Contributions of management issues focusing on the contrasting contextual economic situations (stagnation, expansion) and sustainable pressures (preservation and social responsiveness) are also welcome. Manuscripts focusing on one of the contexts or a comparative analysis of both will be considered.

Submissions Instructions:

The deadline for submissions is March 30, 2012.

All manuscripts will be subject to the  double-blind peer review process of Management Decision. Submissions should be prepared in accordance to the Management Decision’s Author Guidelines http://www.emeraldinsight.com/products/journals/author_guidelines.htm?id=md.

After registering on ScholarOne Manuscripts on http://mc.manuscriptcentral.com/md follow the instructions to submit your manuscript. Please be sure to not Special Issue on “Managing in a Polarized Region,” when submitting your manuscript.

Please direct any questions to the editor of the Special Issue: Fernando Robles, George Washington University roblesf@gwu.edu

Central to the recent global debate on national health care are issues concerning economics and cultural values that drive decisions affecting the scale, scope, and delivery of health services (both preventive and treatment) provided for a country’s population. While most agree on the goal of seeking quality health care at an affordable price, wide disagreement exists, both within and across nations, about who (government, individual, or third party) should pay for what service and whether national health care should operate as a business, public welfare program, or a social enterprise. In the absence of clear evidence favoring one option over another, policymakers engage in “strategic choice” (Child, 1972), choosing between value-based priorities and criteria of operational effectiveness in making national health care decisions.  

This special issue seeks to publish research that helps delineate the complex nature of national health care and offers evidence-based recommendations for its effective management. We are particularly interested in studies that investigate fundamental tensions between economic concerns and cultural values surrounding national health care, and how these tensions can be resolved or managed through strategic choice. Additionally, we encourage submissions that seek to frame the debate in novel and creative ways with the aim of introducing innovations into the design and/or delivery of health care at different levels of operation (e.g., individual, organization, regional, country, and international). Finally, given the important role played by pharmaceutical companies in the health care field, we also welcome contributions that examine topics related to policies and practices concerning the development of new drugs, particularly those that combat rare and neglected diseases.

Authors interested in submitting to the Special Issue should send an abstract (maximum 3 double-spaced pages) to the guest editor at the address below summarizing the key ideas of their paper and how it helps advance fundamental knowledge about national health care and its effective management. EJIM publishes both conceptual and empirical works, with special interest in papers that develop interdisciplinary knowledge by integrating theoretical ideas and research methods from two or more disciplines.

Notes for Intending Authors

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

All papers are refereed through a peer-review process. A guide for authors, sample copies and other relevant information for submitting papers are available on the Author Guidelines webpage (http://www.inderscience.com/mapper.php?id=31).

Important Dates

Deadline for Abstract Submission: November 1, 2010
Deadline for Abstract Review Notification: December 15, 2010
Deadline for Full Paper Submission: May 1, 2011

Email Addresses
You may email one copy of your submission in the form of an attached MS Word file (details in Author Guidelines) to:

Professor Joseph Cheng
College of Business
University of Illinois at Urbana-Champaign
Champaign, IL 61820, USA. 
Email: jlcheng@illinois.edu 

With an email copy to:

EJIM Editorial Team
Email: editors@ejim-global.org

and

IEL Editorial Office
Email: ejim@inderscience.com

Please include in your submission the title of the Special Issue, the title of the Journal and the name of the Guest Editor.

There has been a lot of “buzz” about managing expatriates.  When we say “expatriates”, we almost always mean people who are sent by their companies abroad to fulfill some kind of mission in the host environment.  The labor trends, however, show that there are more and more people going abroad by themselves to look for jobs in international companies.  Some of these people are being “pushed” by their home environment – no jobs at home, hostile atmosphere, etc.  These folks are outside of our scope of interest.  Some other people are being “pulled” by other countries – looking for better job opportunities, seeking challenges, career growth opportunities, etc.  These people are referred to as “Self-initiated Expatriates”, and normally, they are very well-educated, knowledgeable, skilled, motivated, and highly employable.  These SIEs have absolutely specific needs, wants, and drives – different from those of either domestic employees or regular expatriates.  Therefore, companies must develop some special techniques that would help them manage these SIEs and ensure that they stay with the company in the long-run.  So, we thought that it would be interesting to explore various strategies for managing talent of these expatriates and to title the book “Managing Talent of Self-initiated Expatriates: A neglected source of the global talent flow” to reflect on our intentions.

At this point, my fellow co-editor Arno Haslberger and I would like to begin with some sort of market research and ask those of you working in this area to inform me about your possible interest in contributing to our book.

One-two page chapter proposals will be due on September 1, while the first draft of the chapter on January 1, 2012.

As a preliminary consideration, we are thinking of making this publication suitable to both academics involved in teaching, consulting, and executive education, and practitioners who want to use talent management techniques developed by leading scholars in this area of knowledge. Please feel free to share any of your own ideas that you might have in regards to this upcoming book.

Contact information:
Vlad Vaiman
vlad@ru.is
 

The Centre for International Business and Innovation (CIBI) invites applications for the post of Reader (i.e. Associate Professor level) in International Business OR Innovation – Entrepreneurship.

CIBI, part of the Business School’s Department of Management, is a highly successful center with externally recognized expertise in international business, international political economy, innovation, entrepreneurship and related areas (e.g. institutional analysis, economic development, employment relations in MNCs). CIBI has a vibrant research culture and a strong record of international level research and of externally funded international collaborative research projects. CIBI has been commended in both, the 2008 and 2014 UK’s research assessment rounds (RAE2008 and REF2014) for its high-level research outputs and its international collaborations.

CIBI has an extensive international research network of global reach within academia and research-user communities. The Center enjoys strong links to government departments, regional development authorities, business associations and international organizations. A key feature of research in CIBI is its relevance for the research user-communities, by informing management practices and public policy-making at international, national regional and local level.

The post provides an exciting opportunity to make significant contributions to the strategic development of research activities in the Center and to lead on the further development of established CIBI research areas and on development of new research areas in CIBI towards externally recognized areas of expertise. You will undertake research and enterprise activities, including publishing research in high-level internationally recognized journals, generate research income, engage in impact activities with practitioners and policy-makers.

The ideal candidate should have a PhD in an area relevant to the post, a significant international quality publication profile (at quality grade 3 or above as defined by the UK’s REF 2014), experience in income generation, in supervision of PhD students to successful completion and in disseminating research findings to various stakeholders and audiences. You should also have substantial teaching experience at undergraduate and postgraduate level. Salary Range: £ 47.801 – £ 55.389 per annum

Closing Date for Applications: 24 June 2016 For details and an application form please visit http://www2.mmu.ac.uk/jobs/vacancies/

For an informal discussion about the post, contact Professor Heinz Tüselmann: Telephone: 0161 247 3908, E-mail: h.tuselman@mmu.uk

Manhattanville College, an independent coeducational liberal arts college located 28 miles of New York City in suburban Westchester, invites applications and nominations for Dean of the School of Graduate and Professional Studies.

The School currently offers MS programs with a Management / Business focus and a professional Certificate program in Non Profit Leadership. We seek a dynamic and innovative leader who will provide vision and direction for the School, while working in a collaborative manner with faculty and college administrators to develop new programs and chart the School’s future, including its possible evolution into a School of Commerce, Business, or Management with a global focus. In keeping with goals identified in the Strategic Plan, the College aspires to build distinctive graduate and professional programs that draw upon our Liberal Arts tradition of undergraduate and graduate education as well as our historic commitment to preparing students for service and leadership within a global community. In support of the College’s mission, the Dean will lead and develop programs that embody our commitment to instilling habits of lifelong learning, innovation, and excellence rooted in ethical values. The Deanship is a twelve-month administrative position, and the appointee should have credentials suitable for appointment as a faculty member in one of the departments of the College. Rank and salary are dependent upon qualifications and experience.

The ideal candidate will:
• Hold an earned doctorate from a nationally recognized accredited higher education institution in an a discipline or concentration offered within the College through either the undergraduate Department of Economics, Finance and Management, the School of Graduate and Professional Studies, or a closely-related area
• Possess exemplary leadership ability and experience relevant to the mission of the College and the business orientation of the programs in the School of Graduate and Professional Studies
• Have an understanding of the role of business within the philosophy and mission of a liberal arts centered College
• Demonstrate a strong commitment to teaching and scholarship as well as faculty and staff development
• Demonstrate ability to collaborate with faculty and staff to effectively lead and engage faculty, students, and departments as well as key partners in business and industry in the tri-state area, as well as nationally and globally
• Have prior experience with (or willingness to develop expertise in) program development, assessment, and accreditation
• Have a record of promoting excellence in teaching, research and service, developing and managing resources and staff, working with alumni and other external constituencies, collaborating on grants, and fostering donor relations
• Have knowledge of and/or experience in developing distance education and hybrid instructional formats The Dean reports to the Provost and, with the Dean of the School of Education and to-be-appointed Dean of the undergraduate College, he / she will serve as a member of the Provost’s Council. The Dean will be expected to work collaboratively with the Provost and other units of the College in advancing the School.

Applicants must provide detailed current curriculum vitae, a letter describing their vision for a distinctive set of graduate professional programs in Business, Management, and Administration within a liberal arts college, and the names and contact details of five referees who can speak to their administrative and leadership strengths. Review of applications will begin on May 15, 2010, and continue until an appointment is made. The successful appointee may be able to start as early as August 1, 2010. A January 1, 2011, start date is desirable.

Applications, nominations, and inquiries should be directed to: Director of Human Resources Manhattanville College 2900 Purchase Street Purchase, NY 10577 email: humanresources@mville.edu Fax: (914) 323-5322

Assistant / Associate Professor of International Business Marist College invites applications and nominations for the position of Assistant / Associate Professor of International Business to join the School of Management beginning Fall 2019.

This tenure track position will involve teaching both undergraduate and graduate courses (including online courses) and maintaining a high level of professional activity through research and service in the candidate’s area of emphasis. The successful candidate will have an interest in leading efforts to expand the school’s international business curriculum and co-curricular activities, including participation in international business case competitions, developing and hosting research conferences in international business, leveraging the new Marist Executive Center in Manhattan, and participating actively in the Consortium for Undergraduate International Business Education (CUIBE).

Qualifications: Candidates must have a commitment to excellence in teaching and research and should have an earned doctorate in a business-related field, or an anticipated completion date during the fall of 2019, and a strong interest in international business. Professional experience is also desirable.

About Marist: Located on the banks of the historic Hudson River, in midtown Manhattan, and at its Florence, Italy campus, Marist College is a comprehensive, independent institution grounded in the liberal arts. Its mission is to “help students develop the intellect, character, and skills required for enlightened, ethical, and productive lives in the global community of the 21st century.” Marist is consistently recognized for excellence by The Princeton Review (Colleges That Create Futures and The Best 384 Colleges), U.S. News & World Report (8th Best Regional University/North, 2nd Most Innovative School/North), Kiplinger’s Personal Finance (“Best College Values”), and others. The College is top-ranked for long-term study abroad (#7 in the U.S.) by the U.S. State Department’s Open Doors report. Marist educates more than 5,000 traditional-age undergraduate students and 1,400 adult and graduate students in 47 undergraduate majors and numerous graduate programs, including fully online MBA, MPA, MS, and MA degrees. Pending accreditation approval, the College plans to open the Marist Health Quest School of Medicine in 2022.

Applications: To learn more or to apply, please visit https://applyl.ink/2GCI8aY. Only online applications are accepted.

Marist College is strongly committed to the principle of diversity and is especially interested in receiving applications from members of ethnic and racial minority groups, women, and individuals with disabilities, veterans, and persons from other under-represented groups.

AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION EMPLOYER

Thunderbird International Business Review Call for Papers

Special Issue: Market Entry into Africa: Acquisitions and International Joint Ventures. Studies of foreign firm’s market entry strategies, challenges, and performance in Africa."

Deadline for submission of Manuscripts: 31 August 2018

Guest Co-Editors:           

Dr. Nnamdi Oguji

Researcher, University of Vaasa, Finland

Consultant & Business Analyst, KONE Corporation

Email: nnamdi.oguji@uva.fi

+358449966229

 

Dr. Owusu Richard

Associate Professor

School of Business and Economics, Linnaeus University, Sweden

Email richard.owusu@lnu.se

+358452749131

 For the past 40 years, while international business (IB) studies have focused on explaining the internationalization of multinational enterprises (MNEs) and the globalization of markets, studies focused on Africa have thus far been limited. Extending IB studies to the African context will improve IB theories as it has been suggested that contextualized explanations improve theorizing in international business studies (Meyer & Peng 2005; Welch, Piekkari, Plakoyiannaki & Paavilainen-Möntymäki 2011). African markets provide a unique context to test IB theories empirically and develop context-specific theories (Van de Ven & Jing 2011). Similar contextualization has been done in transition economies of Central and Eastern Europe (Meyer & Peng 2005), China (Child & Tse 2001), and studies on strategies of emerging market MNEs (Cuervo-Cazurra 2012).

The aim of this special issue is to advance international business in Africa and specifically focus on how foreign firms enter African markets via acquisitions and international joint ventures. It will extend knowledge of these market entry strategies in Africa for research and for foreign firms intending to or currently doing business in Africa.

This special issue will address two important entry mode choices for foreign firms seeking market entry into Africa, the choice of acquisitions (partial and full acquisitions) and international joint ventures. Acquisitions and international joint ventures are gaining importance in Africa (Boateng and Glaister 2003; Dadzie & Owusu 2015) partly due to an increasing consolidation of several industries and economic liberation policies implemented by many Africa countries (UNCTAD 2015).

Africa currently has some of the fastest growing countries in the world (World Bank 2017). It is described as the next frontier for global trade and competition (Teagarden 2009; Peters 2011; Roberts, Kayande & Srivastava 2015: 247). As a result, there is an increasing interest from foreign companies to focus on Africa (Robert et al. 2015: 249). While the interest in investing in Africa is rising, the know-how of business on the continent is very limited.  There have recently been a few special issues focusing on Sub-Saharan Africa in the top international business journals: Vol 17, Issue 6 (Journal of Business and Industrial Marketing 2002); “Sub-Saharan Africa at a key inflection point” (Thunderbird International Business Review 2009); “Contemporary developments in the management of human resources in Africa” (Journal of World Business, 2011); “Contemporary challenges and opportunities of doing business in Africa” (Journal of Technological Forecasting and Social Change, 2016); “Critical perspectives on international business in Africa (Critical Perspectives on International Business, 2016); “Strategic Management in Africa (Global Strategy Journal, 2017) ; and a recent call “The internationalization of African firms” (Thunderbird International Business Review, 2016).

While cross-border acquisition may be the ideal strategy for foreign firms entering Africa, the relative institutional difference between African countries and home countries of foreign firms may make full acquisition entry strategies more challenging. For example, as most African economies rely on natural resources as their primary source of economic revenue, some governments impose several local content legislations to protect indigenous firms (Vaaland, Soneye & Owusu 2012). Local content legislation may hamper feasibility of several M&A deals, and thus, make it more viable for international joint ventures or other forms of acquisition entry strategies (partial and staged acquisitions).

The total value of acquisitions into Africa within the decade 2005-2014 doubled to $79bn compared to $34bn in the previous decade (1995-2004) (UNCTAD 2015). This trend will continue to rise as BRICS countries (Brazil, Russia, India, China, and South Africa) and other foreign corporations continue to invest in Africa for the continent's natural resources, vast untapped agricultural sector and increasing consumer base (Davies & Segain 2014; UNCTAD 2017). Also, there is an increasing trend towards regional M&A activity in Africa (ibid). Irrespective of this positive trend, there is still limited research on cross-border acquisitions into Africa.

Studies focused on cross-border acquisitions explore how organizations select potential acquisition targets, due diligence process, negotiation of acquisition deals, acquisition entry strategies, acquisition integration, acquisition performance and subsidiary exit. To the best of our knowledge, empirical studies focused on cross-border M&As in Africa are scant. The existing studies have mainly been done in the context of Ghana and have focused specifically on the choice between greenfields and acquisitions (Dadzie & Owusu 2015; Dadzie, Owusu, Amoako, & Aklamanu 2017), performance of acquisitions and greenfield investments in Ghana (Dadzie, Larimo & Nguyen 2014) and, recently, a study addressing how host country capability, target specific experience, institutions and host country market structure impact on Finnish firms’ choice for partial, staged and full acquisitions in Egypt, Morocco, Kenya, and South Africa (Oguji & Owusu 2017). This study showed that various firm-related and institutional factors affect the acquisition decisions of Finnish firms and that there has been a change of the emphases between partial and full acquisitions over time. All the above studies are, however, limited in the sense of their empirical research being limited to Ghana, and to Finnish companies. The under-representation of Africa in acquisition research and scholarly journals and the growing cross-border M&A’s into Africa (UNCTAD 2017) suggest the need for more studies that explore various aspects of cross-border acquisitions in the context of Africa.

Similarly, international joint venture (IJV) is a popular entry strategy through which foreign firms gain market entry into Africa (Boateng 2004). It is an entry strategy where two or more legally separate bodies (one a foreign entity) form a separate jointly-owned entity in which they invest and engage in various decision-making activities (Geringer & Hebert 1989; Geringer & Hebert 1991). A review of the literature on IJVs suggest that extant studies focus on motives of IJV formation, partner selection process, how IJVs are formed, trust and commitment in IJVs, ownership and control mechanisms in IJVs, knowledge transfer in IJVs, IJV stability and performance (Vaidya 2009). Studies on IJVs in Africa are limited. Existing studies have been done on the motives of IJV formation (Bartels, Johnson & Ahmed 2002; Boateng & Glaister 2003); ownership and control mechanisms in IJVs (Bartels et al. 2002; Hearn 2015); how IJVs are formed (Gómez-Miranda, Pérez-López, Argente-Linares & Rodríguez-Ariza 2015) and performance of IJVs in Africa (Boateng & Glaister 2002).

Specifically, on IJV formation, one key area of research is on how firms access the needed capital for IJV formation. It is often more difficult for foreign firms to access domestic credit compared to local firms in emerging countries (Moskalev 2010; Beyer & Fening 2012). On this premise, Boateng (2004) studied the capital structure of IJVs in Ghana and found that the size of IJV, type of IJV industry and ownership level of IJV partner have a positive bearing on the capital structure of IJVs in Ghana. According to him, foreign JV partners in Ghana use more debts compared with the host partners because debt capital offers foreign investors greater flexibility in repatriating funds- a strategy to avert the unfavorable tax laws governing the repatriation of dividends in Ghana.

On the motives of IJV formation, Bartels et al. (2002) explored the motives and control mechanisms of 45 British and French equity joint ventures in Ghana and Côte D’Ivoire. They found that while skills acquisition is the most important motivation for IJVs between firms from developed countries, market access, and government suasion are more important for IJVs between firms from developed and developing countries of Ghana and Côte D’Ivoire. Similarly, Boateng & Glaister (2003) studied the strategic motives of international joint venture formation in Ghana and found that the main motivation for IJVs in Ghana is to overcome regulatory restrictions, cost sharing and facilitate international expansion of the foreign partners. 

Regarding ownership and control mechanism, extant studies argue that mechanism for control in IJVs lie on communications, coordination, and IJV functional integration with parent MNEs (Bartels et al. 2002). In the context of Ghana and Côte D’Ivoire, a primary mechanism of control is through the selection and appointment of the IJV Chief Executive Officer (CEO) (ibid). Hearn (2015) extends ownership mechanism to include how the board of the IJVs is constituted and the roles of the IJV board members. He showed that IJVs board members in the Anglo-Saxon economies are recruited from individuals with governmental or political backgrounds (e.g., Hillman, Keim, & Schuler 2004; Hillman 2005; Holburn & Vanden, Bergh 2008; Lester, Hillman, Zardkoohi & Cannella 2008). In Africa, increasing proportions of IJV board members are drawn from indigenous social elites and governments compared to their public company counterparts because of social and political legitimacy concerns (Hearn 2015). Gómez-Miranda et al. (2015) showed that Spanish-Moroccan IJVs utilized a high degree of centralization of decision taking to impact on the competitiveness, effectiveness, and efficiency of their joint venture.

Finally, studies focused on the performance of IJVs in Africa suggest that partner capabilities, capital adequacy, congruity of motives and goals and low levels of control are significant determinants of IJV performance in Ghana (Boateng & Glaister 2002). They also found that IJVs with a private sector host partner are perceived to perform better than IJVs with the host government as a partner.

Thus far, the general conclusion from these studies is that IJVs in Africa often have different characteristics from IJVs in the developed economies and require a different framework to look at the various stages IJVs go through. Besides, Africa is a continent with varying degrees of institutional and cultural differences between countries on the continent. The variation in institutional quality across African continent has been shown to lead to varying degrees of ownership mechanisms and roles of IJV board members (Hearn 2015).

Overall, despite the prevalence of IJVs and cross-border acquisitions in Africa, we lack a detailed understanding of the complete life cycle perspective of acquisitions and IJVs in Africa. Africa provides a unique context to focus IB studies on a coherent theme that provides a useful contribution to theory and practice. 

We seek papers that explore and analyze why foreign firms opt for IJV and acquisition strategies in Africa, how they manage their African subsidiaries and their performance with these entry modes. Furthermore, we seek for mainly empirical research but also some conceptual papers that enrich the contextualization of Africa in international business. Specifically, we seek state-of-the-art empirical and conceptual papers on topics including, but not limited to the following:

Motives and formation of IJVs and Acquisitions in Africa

  • Motives of IJVs and acquisitions in Africa
  • Motives of regional M&A vs. other cross-border M&As.
  • Partner selection in IJVs, targets search and due diligence in acquisitions in Africa
  • How IJVs and acquisitions from western countries in Africa differ from those of emerging market countries such as the BRICS?
  • What are the major trends in IJVs and acquisitions in Africa?

External factors that are affecting IJVs and cross-border M&As in Africa

  • How have institutional changes in African countries affected IJVs and acquisitions in Africa?
  • In which countries are foreign investors utilizing IJVs more than acquisitions and vice versa and why?
  • How do the institutional frameworks in Africa affect IJV & M&A process?
  • What are the obstacles to IJVs and cross-border M&A in Africa?

Entry and Ownership Strategies:  How do foreign firms choose their entry strategies in Africa?

  • How do firms choose between partial, staged, full acquisitions and IJVs?
  • Partial acquisition vs. joint ventures
  • Partial  vs. Full Acquisitions 
  • Staged acquisitions vs. full acquisitions
  • Ownership and control mechanisms in IJVS in Africa

Management of IJVs and Acquisitions in Africa

  • Knowledge transfer  in IJVS and Acquisitions
  • Expatriate managers vs. local management team
  • Local adaptation vs. absorption of foreign practices in IJVs and acquisitions in Africa

Organizational and Cultural Issues in Acquisitions and IJVs in Africa

  • The impact of cultural and language diversity in Africa on effective integration of cross-border acquisitions in Africa
  • The integration process in acquisitions in Africa
  • The role of culture in integration management in cross-border acquisitions in Africa
  • HRM practices in IJVS and acquisitions
  • Integration strategies in acquisitions

Performance of IJVs and Acquisitions in Africa

  • Lessons learned from unsuccessful acquisition deals  and IJV failure in Africa
  • Determinants of performance of IJVs and acquisitions in Africa
  • Survival and stability of IJVs in Africa.
  • Divestments of IJVs and acquisitions in Africa

Guidelines and Submission Information:

All manuscripts should be submitted to the special issue at manuscript central:

https://mc.manuscriptcentral.com/tibr

Authors must follow directions for submitting manuscripts to TIBR:

http://onlinelibrary.wiley.com/journal/10.1002/(ISSN)1520-6874/homepage/ForAuthors.html

Papers submitted to the Special Issue will be subjected to double‐blind peer review in accordance with TIBR guidelines. Further questions about this special issue should be directed to any of the Guest Editors of this Special Issue.

International Journal of Export Marketing (IJEXPORTM) invites the submission of articles that fit the theme “Market entry strategies agenda: Exporting, IJVs / ISAs, Acquisitions and Greenfields”. Growing liberalization of trading policies, intensifying regional economic integrations, and increasing advances in information, communication, and transportation technologies are some of the factors that have contributed to the accelerating globalization of the business environment and the emergence of many lucrative opportunities (Keegan and Green, 2013). Different foreign market entry strategies have been traced by SMEs and MNCs. Particularly, exporting and FDIs i.e. IJVs / ISAs, Greenfields and Acquisitions have grown considerably the last three decades. Exporting has traditionally been the most popular form of entering international markets, mainly because it requires minimal organisational resources, involves lower business risks, and allows for greater structural and strategic flexibility (Czinkota, Ronkainen, Moffett, Marinova, and Marinov, 2009). By engaging in export activities, firms can enjoy important benefits, such as generate profits for reinvestment and future growth, exploit idle operating capacity and increase production efficiency, improve technological, quality, and service standards, and enrich managerial skills and experience through exposure to different markets (Terpstra, Foley, and Sarathy,  2012).

Previous research in the area of IJVs revealed a number of advantages as well as disadvantages seen from the parent’s point of view (Hollensen, 2014). In recent years there have been increasing numbers of cross-border joint ventures. Various potential conflicts between the partners caused by double management, repatriation of profits and mixing different cultures lead to the dissolution of the IJVs.

Acquisition enables rapid entry and often provides access to distribution channels, allowing the firm to acquire experience in dealing with the local market environment (Hollensen, 2014). The difficulties encountered with acquisitions may lead firms to prefer to establish Greenfields especially where production logistics is a key industry success factor and where no appropriate acquisition targets are available or they are too costly (Hollensen, 2014).

The rise of emerging markets, due to their significant institutional difference from the developed markets, further stimulates research in the above theme of research. Questions arise regarding large bodies of existing literature and how these translate into applicable and actionable research questions for emerging market contexts. For instance, how to make sense of internationalisation pathways and how to synthesize findings with a view to their suitability for emerging markets? Further, company capabilities are likely to be shaped within business groups and networks. When studying the internationalisation processes of SMEs and MNEs there is a need for investigation of foreign entry strategies i.e. exporting and FDIs in different markets i.e. developed and emerging ones.

This special issue is set up with a view to understand better the importance of foreign market entry strategies i.e. exporting and FDIs in the developed world as well as in the emerging markets, for the sake of clearer conceptualisations and perspectives on these phenomena. We therefore seek original research qualitative or quantitative that provides a basis for understanding current issues and advancing practices in International Marketing. Although all research methodologies and perspectives are welcome, papers that offer strong theoretical foundations, managerial and public policy implications, and empirical focus will be preferred.

Topics

Manuscripts are solicited on topics including:

  • Exporting issues i.e. export barriers to entry abroad, export performance, export sales management,  and export assistance programmes in developed or less developed countries (i.e. Western countries) and/or emerging markets i.e. BRIC countries
  • FDIs i.e. IJVs / ISAs, Acquisitions and Greenfields in developed countries and/or emerging markets (BRIC countries)

Special Issue Editor

Dr Dafnis N. Coudounaris

Editor in Chief of IJEXPORTM
Professor (Ass.) of International Marketing

Department of Marketing
University of Vaasa

Wolffintie 34

65200 Vaasa

Finland

Phone: +358 40 658 5545
dafnis.coudounaris@uva.fi

Guidelines for submissions

All papers will be subjected to double-blind peer review.  Author guidelines for prospective contributors are available at http://www.inderscience.com/info/inauthors/author_mp.php#conf

Submission Information

Please submit the manuscript to:  http://www.inderscience.com/jhome.php?jcode=ijexportm

 

Submission deadline: March 31, 2017

References

Czinkota, M., Ronkainen, I., Moffett, M., Marinova, S., and Marinov, M. (2009). International Business. European Edition, John Wiley & Sons Ltd, Chichester, UK.

Hollensen, S. (2014). Global Marketing. 6th Edition. Pearson Education Ltd, Essex, Enlgland.

Terpstra, V., Foley, J., and Sarathy, R. (2012). International Marketing, 10th Edition, Naper Publishing Group, USA.

Marketplace Simulations is a comprehensive simulation platform that allows participants to build and grow an entrepreneurial firm. As their firm grows, participants role-play as various executives making decisions across multiple business facets including advertising, marketing, manufacturing, accounting, finance, and human resources. Simulations are available in multiple languages and range in difficulty to accommodate users with experience levels ranging from high school through graduate students and corporate users.

General Business: International Business

Position Summary

McGill University’s Desautels Faculty of Management invites applications for a position in the Strategy & Organization Area at the Assistant Professor (tenure-track) level. We seek candidates with a strong research orientation and strong commitment to teaching at the undergraduate and graduate levels.

McGill is a leading research-intensive university located in the heart of Montreal, a cosmopolitan, highly educated, bilingual city with a diverse and vibrant cultural life. According to a 2015 Economist report, Montreal is the second best city to live in the world. McGill University is ranked 21st in the most recent QS World University Rankings. The Desautels Faculty of Management has 80 full-time professors and over 3000 students in the BCom, MBA, EMBA, and PhD programs, as well as a range of executive education offerings. Faculty members in the Strategy & Organization Area conduct research with a variety of approaches in strategy, organization theory, international business, entrepreneurship and innovation, including management in developing and transition economies, not-for-profit organizations, and environmental and social issues. Professors have diverse disciplinary backgrounds, and enjoy a high level of independence in their research and teaching endeavors.

McGill’s emphasis is on research quality, innovation, and impact. S&O faculty have recently published in leading international academic journals including the Academy of Management Journal, Academy of Management Review, American J. of Sociology, Strategic Management Journal, Management Science, Organization Science, PNAS, Strategic Entrepreneurship Journal, Industrial and Corporate Change, J. of International Business Studies, J. of Management Studies, J. of Management and J. of Business Venturing. More information about the Desautels Faculty of Management and the Strategy & Organization Area can be found at: http://www.mcgill.ca/desautels/

Compensation levels, teaching load, research funding and travel support are highly competitive and similar to those at other leading business schools in North America.

Minimum qualifications:

  1. Ph.D. degree (completed or expected by August 2016) in Management, Strategy, International Business, Entrepreneurship, Organizational Theory, or a related field;
  2. a strong record of research publication, or, for new graduates, demonstrated potential to conduct and publish high quality and innovative research;
  3. evidence of effective teaching. The on-line application form is available as follows: http://tinyurl.com/mcgill-strategy All available application materials can uploaded (as pdf attachments) when completing the form. Applicants will receive instructions for submitting revised and missing materials after completing the form. Full Application All application materials should be submitted electronically by October 15, 2015. Your application should include:
    1. a cover letter expressing your interest;
    2. CV;
    3. a brief research statement;
  4. a brief statement of teaching philosophy plus documentation of teaching effectiveness (if available);
  5. three letters of reference (preferably also sent electronically); and
  6. copies of representative research article(s), including the full paper you would present if invited for a campus visit.

Doctoral candidates should submit work from their dissertation. Only complete, electronic submissions are accepted. The cover letter may be addressed to: Jan Jorgensen, Ph.D., Co-ordinator, Strategy & Organization Area Desautels Faculty of Management, McGill University 1001 Sherbrooke Street West Montreal, Quebec, Canada H3A 1G5

Review of materials will begin shortly after the due date above and will continue until the position is filled or the search is terminated. Short-listed candidates invited to meet with members of the Faculty should expect to travel to Montreal as of November 2015.

The anticipated start date for the appointment when filled is August 2016.

AOM Interviews

We will be conducting initial informal interviews at the Academy of Management (AOM) meetings in Vancouver in August. Interested candidates should complete the on-line application form and a letter of interest along with a curriculum vitae and a sample of scholarly work (if available) by July 19. The informal AOM interviews are not a prerequisite for submitting the full application.

McGill University is committed to equity in employment and diversity. It welcomes applications from indigenous peoples, visible minorities, ethnic minorities, persons with disabilities, women, persons of minority sexual orientations and gender identities and others who may contribute to further diversification. All qualified applicants are encouraged to apply; however, Canadians and permanent residents will be given priority.

McGraw-Hill Education provides resources for educators, administrators, parents, students, and professionals. The website features online modules and a catalog section for textbooks in each subject area including accounting, business communication, economics, finance, business law, management and organization, marketing, and management information systems, among several others. McGraw-Hill publishes the market-share leading textbooks in international business by Charles W. L. Hill and G. Tomas M. Hult.

International Business Studies

President Sandra Harper and the Board of Trustees of McMurry University invite applications and nominations for Dean of Business at the University’s first endowed school.

A significant gift has launched a campaign for $10 million to provide the resources necessary to put into place the leadership for what will ultimately be a re-envisioned business school at McMurry University. In this new position, the Dean will report to Dr. James Hunt, Vice President for Academic Affairs and Dean of Faculty, and will be responsible for coordinating all of the business school’s operations. The Dean will be expected to assume office in July 2016 or shortly thereafter.

Founded in 1923 as a United Methodist institution, McMurry University is located in Abilene, Texas. The University enrolls more than 1,000 undergraduates in a diverse academic curriculum that encompasses 45 majors in the arts, business, education and the sciences as well as pre-professional programs in medicine, dentistry, engineering, law, pharmacy, physical therapy and others. For more information about McMurry University, please visit http://ww2.mcm.edu/index.html.

Application and Nomination Process: The Dean must hold an advanced degree, preferably in business or a related field. A terminal degree is optimal. For a complete profile of this opportunity please visit www.academic-search.com and click on the “Current Searches” tab. Applications should consist of a substantive cover letter that specifically addresses how the candidate’s experiences match the characteristics and other preferred qualifications that are listed in the position profile. A complete application packet will also include a curriculum vitae, and a list of five professional references with full contact information; references will not be contacted without explicit permission from the candidate. Applications, nominations and expressions of interest can be submitted in confidence to McMurryDoB@academic-search.com. The position is open until filled, but only applications received by February 8, 2016 can be assured full consideration. The University is being assisted by Academic Search, Inc. and will be conducted in strict confidence until finalists are brought to campus. Conversations with consultants Jessica Kozloff (jsk@academic-search.com) and Eric Richtmyer (ewr@academic-search.com) may be held by contacting them at their respective emails or by calling 202-332-4049.

Competition Number:  VPA-BUSI-2012-004

Applications are invited for a tenure-track faculty position in International Business at the rank of Assistant Professor with a proposed commencement date of July 1, 2013.  Salary will be commensurate with qualifications and experience.  The position is subject to budgetary approval.

The successful applicant will be expected to teach undergraduate and graduate courses and conduct research in international business. The successful candidate will be engaged in high-quality teaching and research on the practical challenges that companies and managers face in the global economy.

The candidate may specialize in any sub-field in international business, including but not limited to international strategy, international marketing, international human resource management, international operations management, and international finance.  Applicants should have a PhD/DBA and have a demonstrated commitment to teaching and research in a university environment.

Applicants must have demonstrated research productivity commensurate with the rank of appointment. Evidence of a completed earned doctorate is required for the appointee to receive the rank of Assistant Professor or higher and to be in a tenure-track position.  (If a successful candidate has not completed an earned doctorate, he/she shall be appointed to a regular term, non-renewable three-year appointment at the rank of Assistant Professor.  If the candidate completes all the requirements for the doctorate during the first 24 months of the term appointment, he/she shall begin a tenure-track appointment following completion of the requirements of the degree.)

The Faculty of Business Administration is a leader in management education with AACSB International Accreditation.  Approximately 1,000 students are registered in the undergraduate programs of the Faculty, with another 200 students completing graduate programs. The Faculty also has an active international exchange program with universities in Europe, Asia, and Mexico. For additional information about our Faculty, please visit our web site at www.business.mun.ca.

Applicants are asked to email a copy of their curriculum vitae together with three letters of reference to deanfba@mun.ca, quoting the competition number referenced above.  Deadline for receipt of applications is November 15, 2012.

For further information telephone (709) 737-8851 or fax (709) 737-2467 or e-mail deanfba@mun.ca.

Memorial University is the largest university in Atlantic Canada.  As the province's only university, Memorial plays an integral role in the educational and cultural life of Newfoundland and Labrador.   Offering diverse undergraduate and graduate programs to almost 18,000 students, Memorial provides a distinctive and stimulating environment for learning in St. John's, a very safe, friendly city with great historic charm, a vibrant cultural life, and easy access to a wide range of outdoor activities.

All qualified candidates are encouraged to apply; however, Canadian citizens and permanent residents will be given priority.  Memorial University is committed to employment equity and encourages applications from qualified women and men, visible minorities, aboriginal people and persons with disabilities.

Editors:

  • Dr Payal Kumar, Professor and HR (Chair), BML Munjal University, India
  • Dr Pawan Budhwar, Professor of International HRM, Aston Business School, UK

Emerging evidence suggests that research on mentorship has been dominated by the West (Chandler, Kram & Yip, 2011), and that little is known about the cultural variations of the mentoring phenomenon. This raises many questions including that of generalizability, for example, Prof G. F Dreher of Kelly School of Business, USA says: “Can the observed correlational or cause-effect relationships that make up the mentoring literature be generalized beyond low power distance western cultures? [1]. This edited volume aims to provide a deeper understanding of the contextual interpretation of mentoring by focusing on the Asian experience in countries such as China, India, South Korea, Taiwan, amongst others.

While some research on mentoring has begun in countries such as China (Wang, Noe & Greenberger, 2009) and India (Haynes & Ghosh, 2012; Kumar, 2017), in order to move the field forward there is still a strong need for more research. Gaining a deeper understanding of the contextual interpretation of demographic dynamics specific to a country is important given that “existing theories lack appreciation for the multiple contexts within which mentoring relationships operate” (Ramaswami & Dreher, 2010: p. 502). In fact, scholars are increasingly questioning the positivist trend of decontextualizing HRM from the social-historical context of the workplace (Cooke, 2018; Knights & Omanović, 2016). Recent studies do suggest that cultural context does impact strategic HR initiatives differently, implying that business leaders and scholars would need a deeper understanding of what makes development, training and competency initiatives thrive in a particular cultural context under the influence of larger historical and social structures (Srikanth & Jomon, 2015; Barkema, Chen, George, Luo, & Tsui, 2015).

Heeding the call for mentoring relationships to be studied across cultures (Clutterbuck, Kochan, Lunsford, Dominguez, & Haddock-Millar, 2017), it is hoped that this edited volume will move the field forward for scholars of talent management, mentoring and leadership. Given that Asian countries are known for high power distance cultures, and also given that protégés tend to perceive the mentor to be a more paternalistic figurehead, it is expected that the chapters in this volume will both consolidate and add new elements to existing scholarship. For practitioners (within Asia and also for those planning to work in these countries), a richer understanding of the cultural context that is more attuned to the mentor and protégé experience in the Asian context can help to improve their workplace experience in general. Till date there has been no publication that covers the entire gamut of mentoring experiences in Asia from all levels of analyses: 1. Individual 2.  Dyadic and 3. The socio-economic country context. This edited volume attempts to do this.

References

Barkema, H. G., Chen, X. P., George, G., Luo, Y., & Tsui, A. S. (2015). West meets East: New concepts and theories. Academy of Management Journal58(2), 460.

Chandler, D. E., Kram, K. E., & Yip, J. (2011). An ecological systems perspective on mentoring at work: A review and future prospects. Academy of Management Annals5(1), 519-570.

Clutterbuck, D. A., Kochan, F. K., Lunsford, L., Dominguez, N., & Haddock-Millar, J. (Eds.). (2017). The SAGE Handbook of Mentoring. SAGE.

Cooke, F. L., Wood, G., Wang, M., & Veen, A. (2018). How far has international HRM travelled? A systematic review of literature on multinational corporations (2000–2014). Human Resource Management Review.

Haynes, R. K., & Ghosh, R. (2012). Towards mentoring the Indian organizational woman: Propositions, considerations, and first steps. Journal of World Business47(2), 186-193.

Kumar, P. (Ed.). (2018). Exploring Dynamic Mentoring Models in India. Palgrave Macmillan.

Knights, D., & Omanović, V. (2016). (Mis) managing diversity: exploring the dangers of diversity management orthodoxy. Equality, Diversity and Inclusion: An International Journal35(1), 5-16.

Ramaswami, A., & Dreher, G. F. (2010). Dynamics of mentoring relationships in India: A qualitative, exploratory study. Human Resource Management49(3), 501-530.

Srikanth, P. B., & Jomon, M. G. (2015). Perception of Managerial Competency Needs: An Indian Perspective. South Asian Journal of Human Resources Management2(2), 139-170.

Wang, S., Noe, R. A., Wang, Z. M., & Greenberger, D. B. (2009). What affects willingness to mentor in the future? An investigation of attachment styles and mentoring experiences. Journal of Vocational Behavior74(3), 245-256.

 

Chapter submissions are invited on the following indicative themes:

Proposed Table of Contents

Introductory chapter: Contextualizing mentorship in the Asian region

(by Payal Kumar and Pawan Budhwar)

PART ONE

Protégé and mentor identity

Protégé: negative and positive experiences

Leadership styles and mentoring functions, e.g., paternalistic mentor

Personality traits and mentoring, e.g., self-efficacy, propensity to learn

Case studies

PART TWO

Dyadic mentoring relationships

Role modeling behaviours and outcomes

Mentoring Gen Y

Intergenerational challenges

Gender and mentoring

Regional diversity and mentoring

Managing employees’ emotional labour

Formal and informal mentoring

Case studies

PART THREE

The social and economic context

Cross cultural (country) comparison, e.g., Intergenerational mentoring in UK and India

Organizational socialization in state-owned and private companies

Power distance and mentoring relationships

Organizational culture and mentoring

Business networking in Asia and mentoring, e.g., Guanxi, caste relationships 

Case studies

 

IMPORTANT DEADLINES

● 31st August, 2018: Submit your chapter proposal of 700 to 800 words, and details of your institutional affiliation to: Payal Kumar (payalk1@gmail.com).

The following format is expected for the chapter proposal:

1)    Rationale of the chapter

2)      Details of study method

3)      Expected contribution of the chapter

● 15TH October: Notification of accepted chapter proposal

Please note that all contributors are expected to complete at least one chapter review.

● 15th February 2019: Receipt of full chapters for peer review

Expected word count of chapters is about 6000 to 7000 words, not including references. For more details about the style of manuscript submission, see the Emerald author’s guideline page:

http://emeraldgrouppublishing.com/products/ebooks/author_guidelines.htm

● 15th April: Authors notified of chapter reviews

● May 31st: Revised chapters re-submitted to volume editors (if needed) along with 100- word author bios

● 1st August 2019: Approved chapters delivered to publisher

● December 2019: Tentative book publishing date.

The MERLOT Business Portal is a resource designed to assist educators in finding learning materials, technology tips, teaching strategies, and additional tools to help promote international business education. Topics for learning materials include accounting, business law, e-commerce, management, and international business.

The MHE International Business section on Pinterest provides a collection of videos related to various topics in international business. A free Pinterest account is required to view the videos. 

Business Operations- International Business

Michigan State University, Eli Broad College of Business, Department of Marketing, is seeking applications for an entry-level assistant professor with primary responsibilities in teaching, research and publishing in leading marketing journals, and engaging in service activities for the academic discipline department. This position is an assistant professor position (tenure system) and is on an academic year basis. The position focuses on quantitative methods, high-tech areas of marketing (e.g., social media analytics, digital marketing, CRM, data mining), quantitative marketing and marketing management   A doctorate in marketing is required and demonstrated accomplishments in research and teaching at an AACSB accredited university are preferred. The position will start in August 2016. Salary is negotiable.

The Michigan State University Department of Marketing is currently ranked #6 in the world among public universities and #12 in the world among both public and private universities in regard to research impact. 

Named as one of the top 10 universities in the nation to work for, Michigan State University is located in East Lansing, Michigan, an attractive community appreciated for its high quality of life, excellent schools, and easy access to major Midwest population centers, along with boundless recreation and cultural opportunities. The review of applications will continue until the position has been filled. Preferred starting date is August 2016. Submit applications online at https://jobs.msu.edu - posting #1630.  Please refer to the job posting for a complete job description and application information. For additional information, contact Dr. Thomas Page (tpage@broad.msu.edu).

MSU is an affirmative action/equal opportunity employer and persons with disabilities have the right to request and receive reasonable accommodation. The university actively encourages applications of women, minorities, veterans, and persons with disabilities.

Michigan State University, The Eli Broad College of Business, Department of Marketing, is seeking applications for a fixed-term faculty member with responsibilities in teaching face-to-face or online courses to undergraduate and MBA students.  This is a one-year appointment subject to annual review. A master’s degree is required, and a doctorate in an area related to marketing is strongly preferred. This is an academic year appointment with a 12-credit teaching load per semester.  There are no research requirements for this position.  The position will start in August 2016.  Additional summer teaching opportunities are possible with additional compensation. 

Review of applications will continue until the position has been filled. Starting date is August 2016. Submit applications online at https://jobs.msu.edu - posting #1528.  Please refer to the job posting for complete job description and application information. For additional information, contact Dr. Gilbert Harrell (Harrell@broad.msu.edu).

MSU is an affirmative action/equal opportunity employer and persons with disabilities have the right to request and receive reasonable accommodation. The university actively encourages applications of women, minorities, veterans, and persons with disabilities.

Michigan State University, The Eli Broad College of Business, Department of Marketing is seeking applications for one marketing faculty position with a primary focus in marketing strategy and with excellent quantitative skills. In addition, the department has main thrusts in international, product development, and sales; a candidate with additional expertise in one or more of these areas is preferred.

One of the largest business schools in the U.S., The Broad College of Business full-time MBA program was ranked 2nd for return-on-investment and 20th overall in the U.S. by BusinessWeek in 2010. The position is open to any rank but we prefer to hire an assistant professor. A doctorate in marketing is preferred plus demonstrated accomplishments in research and teaching at an AACSB accredited university.

The reviews of applications will begin March 14, 2011, and will continue until the position has been filled. The preferred starting date is August 16, 2011. Please send resumes, preferably electronically, to Dr. Tomas Hult (hult@msu.edu), Department of Marketing, Eli Broad College of Business, Michigan State University, East Lansing, MI 48824-1122. MSU is an affirmative-action, equal-opportunity employer. The university strongly encourages applications of women, persons of color, veterans, and persons with disabilities.

 

Michigan State University, recognized internationally as one of the world’s major research universities and a leader in global engagement, invites nominations and applications for the position of Executive Director of Education Abroad. MSU is widely regarded as conducting one of the largest and most distinguished education abroad programs in the nation and seeks a leader of exceptional strategic, intellectual, and managerial abilities to lead education abroad to even higher levels of excellence and centrality in the University’s educational mission. 

The Executive Director will report to the Associate Provost and Dean for International Studies and Programs. The Executive Director will be an innovative, entrepreneurial, and experienced leader. This individual will bring to the role a record of achievement to advance MSU’s standards of excellence in education abroad. The ideal candidate will have significant management experience in international education and demonstrate multicultural competence.

Position priorities include: advancing quality, accessibility, and innovative opportunities for international engagement, fostering partnerships to further impact student participation and learning, developing a diversified and sustainable financial model for the Office of Education Abroad and leading a team of passionate, dedicated and talented professionals

Application materials including a curriculum vitae and a cover letter describing your interest in the position with an emphasis on your experience and philosophical approach(es) to achieving a culture of diversity and inclusion must be submitted at https://careers.msu.edu/, posting 491121

Confidential nominations and inquiries can be sent to:

Susan VanGilder, Partner

Beth McCarthy, Associate

Storbeck/Pimentel & Associates, LP

MSUEduAbroad@storbecksearch.com

Michigan State University is an Affirmative Action, Equal Opportunity Employer.

The University is committed to achieving excellence through cultural diversity, and actively encourages applications and/or nominations of women, persons of color, veterans, and persons with disabilities.

The Department of Marketing in the Eli Broad College of Business at Michigan State University is seeking to hire a Department Chair scheduled to start in August of 2016 (or as negotiable). Applicants should possess a Ph.D. in a relevant area of scholarship and should have a professional record consistent with an appointment to Full Professor with tenure at Michigan State University. Salary and benefits are competitive.

The Department of Marketing (marketing.broad.msu.edu) attracts bright, ambitious students and is the home of faculty who are among the most accomplished scholars in the world. The department offers bachelor’s degrees in Marketing; minors in Entrepreneurship and Innovation, International Business, and Sales Leadership; a master’s degree in Marketing Research; and a Ph.D. with a Marketing specialization (with a focus on Marketing Strategy, Product Development, Innovation, and International). The department is also a major contributor to the minor in Information Technology; master’s in Business Analytics; the executive and full-time MBAs; and the Executive Development Programs. Additionally, the department provides teaching in large-scale service courses inside and outside the college.

A department chairperson at Michigan State University serves as the chief representative of his or her department within the University. He or she is responsible for the unit’s educational, research, and outreach programs, budgetary matters, academic facilities, and personnel matters, taking into account the advisory procedures of the unit. The chairperson has a special obligation to build a department strong in scholarship, teaching capacity, and outreach.

We are looking for candidates who can contribute to the diversity and excellence of our current group of scholars. Studies in 2014 and 2015 have ranked MSU’s Department of Marketing as number 7, 12, and 18 in the world for research impact (see more at marketing.broad.msu.edu). We have scholarly world leaders as faculty in Marketing Strategy, International, Innovation, and Sales. Our core focus areas are: Global Marketing Strategy; Innovation and Entrepreneurship; Marketing Research, Marketing Analytics, and Business Intelligence; and Sales and Business Development.

To be given consideration, applicants must provide a cover letter describing their primary professional experiences and accomplishments and a curriculum vitae. Contact Tomas Hult, Professor and Byington Endowed Chair, and Chair of the Search Committee (hult@msu.edu, 517-353 4336) for any additional information. All materials should be submitted through the MSU jobs website:  www.jobs.msu.edu. Use job posting #2605. All application materials should be received by Friday, March 4, 2016 (but the position is open until filled).

Michigan State University is an Equal Opportunity/Affirmative Action Institution. Applications from women, veterans, individuals with disabilities and people from diverse racial, ethnic, and cultural backgrounds are encouraged. Persons with disabilities have the right to request and receive reasonable accommodation.

Michigan State University

Founded in 1855, Michigan State University (msu.edu) has always been an innovator in research, teaching, and application of knowledge. In 1863, Michigan State was designated the beneficiary of the Morrill Land- Grant Colleges Act endowment, becoming the pioneer land-grant college in the United States and serving as a prototype for future institutions. From these origins, Michigan State has evolved into a comprehensive, global, world class university with a full spectrum of programs and attracting a diverse set of gifted professors, staff members, and students. The University has been an elected member of the Association of American Universities since 1964.

Michigan State enrolls approximately 51,000 students, including 11,300 graduate and professional College students, and it employs more than 11,600 faculty and staff members. The University offers more than 200 programs of study at the bachelor, masters and doctoral levels. MSU is guided by “Bolder by Design” (bolderbydesign.msu.edu) as a “shared strategic framework that aligns our efforts across Michigan State University and around the globe, harnessing the power of working together to achieve our highest aspirations and to fuel the creation of better outcomes and growing value for our students, state, nation, and world.”

Eli Broad College of Business

The Broad College has 125 full-time faculty in five departments: Accounting and Information Systems, Finance, Management, Marketing, and Supply Chain Management and one industry specific unit, The School of Hospitality Business. The work of the College is supported by a 100-person administrative staff and 50 academic specialists. Currently, some 7,700 students are enrolled in the Broad College (approximately 6,700 undergraduates and 980 graduate and doctoral students), making Broad one of the largest business colleges in the country.

The Broad College is consistently a top 25 business college in rankings. The Broad vision is to be the leader in creating knowledge and developing transformational thinkers and doers who make business happen. A core focus of the college’s strategic plan is on the 3Rs – Recognition for the Broad College is the result of the accomplishments of our world-renowned faculty, our students, and our alumni. From this we have built a reputation for being one of the top business schools in the world, and this is reflected in our rankings.

The Department of Marketing in the Eli Broad College of Business at Michigan State University is seeking to hire a strong researcher who will play a leadership role in growing the reputation of our marketing department through collaborative research and mentorship of junior faculty and doctoral students. Applicants should possess a Ph.D. in a relevant area of scholarship and should have a professional record consistent with an appointment to Full Professor with tenure at Michigan State University. Salary and benefits are competitive.

The Marketing Programs at Michigan State University have received numerous accolades in recent years (see http://marketing.broad.msu.edu for some of these rankings). For example, MSU’s Department of Marketing is among the top 15 in the world for research impact, with the full professors ranked #7 worldwide. Our Master’s degree in Marketing Research (MSMR) is ranked #1 and our undergraduate program is ranked 21st in the nation. We are also named one of the “Top Universities for Professional Sales Education” by the Sales Education Foundation. And, our international marketing/business program, housed in the Department of Marketing, has been among the elite in the world in both education ranking and research impact for some twenty years.

We offer a range of programs – a Ph.D. in Marketing, Executive and full-time MBAs, MS in Marketing Research (offered both face to face and online), online certificate programs, a large undergraduate program as well as extensive executive education programs. We provide research leadership in four areas –Marketing Strategy, Product and Brand Management, Relationship Marketing and Sales, and International Marketing.                  

Michigan State University’s Marketing programs have a heritage of leadership, recognized in both the academic and business communities. Current faculty members include a combination of well-known senior scholars with established reputations and respected research records along with impressive junior faculty. We are looking for another senior scholar, with the opportunity to also become department chair, who has the experience and aptitude to guide the group in both research and administrative leadership. 

In addition to a great academic atmosphere, Michigan State University is located in East Lansing, MI, an attractive community appreciated for its high quality of life, low cost of living, excellent schools, and easy access to major Midwest population centers, along with boundless recreation and cultural opportunities. Specifically, the area boasts the Broad Art Museum, Wharton Center for Performing Arts, one of the most successful College Athletic Programs in the country, as well as a wide variety of outdoor activities.

We hope to have sparked your interest and would very much welcome your application.  Also, we will be happy to answer any questions that you may have. Contact Tomas Hult, Chair of the Search Committee (hult@msu.edu, 517-353-4336), for additional information. Submit materials through the MSU Jobs website: www.jobs.msu.edu, job posting #4578. To be eligible for full consideration, all application materials should be received by February 1, 2017, but the position will remain open until filled.

Michigan State University is an Equal Opportunity/Affirmative Action Institution. Applications from women, veterans, individuals with disabilities and people from diverse racial, ethnic, and cultural backgrounds are encouraged. Persons with disabilities have the right to request and receive reasonable accommodation.

Michigan State University

Founded in 1855, Michigan State University (msu.edu) has always been an innovator in research, teaching, and application of knowledge. In 1863, Michigan State was designated the beneficiary of the Morrill Land- Grant Colleges Act endowment, becoming the pioneer land-grant college in the United States and serving as a prototype for future institutions. From these origins, Michigan State has evolved into a comprehensive, global, world-class university with a full spectrum of programs and attracting a diverse set of gifted professors, staff members, and students. The University has been an elected member of the Association of American Universities since 1964.

Michigan State enrolls approximately 51,000 students, including 11,300 graduate and professional College students, and it employs more than 11,600 faculty and staff members. The University offers more than 200 programs of study at the bachelor, masters and doctoral levels. MSU is guided by “Bolder by Design” (bolderbydesign.msu.edu) as a “shared strategic framework that aligns our efforts across Michigan State University and around the globe, harnessing the power of working together to achieve our highest aspirations and to fuel the creation of better outcomes and growing value for our students, state, nation, and world.”

Eli Broad College of Business

The Broad College has 125 full-time faculty in five departments: Accounting and Information Systems, Finance, Management, Marketing, and Supply Chain Management and one industry specific unit, The School of Hospitality Business. The work of the College is supported by a 100-person administrative staff and 50 academic specialists. Currently, some 7,700 students are enrolled in the Broad College (approximately 6,700 undergraduates and 980 graduate and doctoral students), making Broad one of the largest business colleges in the country.

The Broad College is consistently a top 25 business college in rankings. The Broad vision is to be the leader in creating knowledge and developing transformational thinkers and doers who make business happen. A core focus of the college’s strategic plan is on the 3Rs – Recognition for the Broad College is the result of the accomplishments of our world-renowned faculty, our students, and our alumni. From this we have built a reputation for being one of the top business schools in the world, and this is reflected in our rankings.

Purpose

Recent trends in much macro-management research, notably microfoundations (Foss & Lindenberg, 2013) and behavioral strategy (Gavetti, 2012), emphasize the role of heterogeneous individuals, top management and their interaction in driving firm-level outcomes.  These approaches stress the interaction between individuals, decisions makers and top management within a firm in understanding its performance and outcomes.  By contrast, in much of the global strategy literature the unit of analysis in studying competitiveness has primarily been the firm or industry. Researchers traditionally have explained firm-level outcomes mainly using firm-level variables, such as capabilities, or industry structure.

Thus, a relatively unexplored research area has been to examine the behavioral and individual-level characteristics of corporate leadership and managers. Important decisions, especially those related to global operations, are made by top managers/the Top Management Team, and endorsed and spearheaded by firm’s leadership/upper echelons.  These decisions are taken by individuals who, depending on the multinational firm involved, may sometimes differ substantially in terms of cultural and educational background, age, education, and so on. The roles of leadership and individual manager characteristics as they relate to intention, choice, action, and interaction (Foss & Pedersen, 2014) have been under-researched.

This special issue seeks papers that will unpack and enrich the global strategy literature by focusing on its microfoundations (individuals and their interactions) as they relate to the firm’s internationalization process, knowledge transfer across boundaries, HQ-subsidiary relationships, global innovation and so on (Griffith, Cavusgil, & Xu, 2008). Papers may also use a behavioral strategy perspective (Gavetti, 2012) relating to leadership and top managers as explanations for the competitiveness and international expansion paths of firms.

Background

Microfoundations research aims at decomposing macro-level constructs (e.g., organizational routines, dynamic capabilities, strategic problem formulation) in terms of actions and interactions of members at various levels in an organization (Baer et al., 2013; Foss & Pedersen, 2014). It suggests that since any macro phenomenon is caused by micro-level mechanisms, it makes sense to focus at the micro level to identify the microfoundations or roots of the phenomenon. Felin and Foss (2005: 452) observed that “[I]ndividuals after all provide the nested antecedent to numerous collective phenomena and thus deserve careful theoretical and empirical consideration in our theorizing.” The same theme echoes in Barney and Felin (2013: 145) who note that “[T]hus, organizational analysis should be fundamentally concerned with how individual level factors aggregate to the collective level”.

The behavioral strategy perspective calls for scholarship that is grounded in cognitive psychology. Behavioral signifies “being about mental processes” (Gavetti, 2012). Executive judgments can be complex owing to self-confirming beliefs, competitive blind spots, self-interested causal attributions, perceptual filtering etc. (Powell et al., 2011: 1377).

Emerging country markets are culturally, institutionally and economically dissimilar or distant from developed country markets (Cuervo- Cazurra, 2012; Khanna & Palepu, 2013) and have a greater likelihood of having family-controlled businesses (Arregle et al., 2012). A subordinate research question is how the microfoundations of emerging market firms influence their international expansion and adaptation in distant markets? How do their mental processes affect collective leadership behavior? The role of leadership and manager characteristics become even more interesting for emerging market firms as they are generally less resource-endowed and often lack world-class managerial and leadership expertise (Contractor, 2013). Gavetti (2012) avers that “when markets are efficient, opportunities for superior …courses of action or strategic opportunities” are more limited than say in emerging markets where “…the behavioral roots of superior opportunities” can have greater play.

Suggested Research Questions

The special issue seeks theoretical or empirical papers that are ideally multidisciplinary in scope and interdisciplinary in content and methodology, and represent cutting-edge research. New or emerging methodologies for empirical studies are particularly welcome. Research questions (illustrative but not exhaustive) are shown below:

  • What are the microfoundations of global strategic issues such as internationalization, knowledge transfer, HQ-subsidiary relationship, value chain disaggregation, innovation, competitive advantage etc.?
  • How does a micro-foundational or behavioral strategy perspective supplement current conceptual understanding of global strategy decisions and structure?
  • How do global strategy microfoundations differ for firms from developed country markets vis-à-vis firms from developing or emerging markets?
  • How does the behavioral strategy perspective explain the role of family ownership in explaining competitiveness and internationalization?
  • Do top managers in family controlled firms manage mental processes differently than top managers in non-family controlled firms?
  • What are the microfoundations perspectives on the so-called “late-comer” advantage which is sometimes the case in the internationalization of emerging market firms?
  • How does the microfoundations perspective explain the role of top managers and leadership in managing, interacting and benefitting from social networks and ethnic diasporas?
  • Does utilizing a micro-foundational or behavioral perspective in global strategic issues call for new research methodologies?

References

Arregle, J.L., Naldi, L., Nordqvist, M., & Hitt, M.A. (2012). Internationalization of family-controlled firms: A study of the effects of external involvement in governance. Entrepreneurship Theory and Practice, 36(6): 1115-1143.

Baer, M., Dirks, K.T., & Nickerson, J.A. (2013). Microfoundations of strategic problem formulation. Strategic Management Journal, 34(2): 197-214.

Barney, J., & Felin, T. (2013). What are microfoundations? Academy of Management Perspectives, 27(2): 138-155.

Contractor, F. J. (2013). “Punching above their weight”: The sources of competitive advantage for emerging market multinationals. International Journal of Emerging Markets, 8(4), 304-328.

Cuervo-Cazurra, A. (2012). Extending theory by analyzing developing country multinational companies: Solving the Goldilocks debate. Global Strategy Journal, 2(3): 153-167.

Foss, N. J., & Lindenberg, S. (2013). Microfoundations for strategy: A goal-framing perspective on the drivers of value creation. Academy of Management Perspectives, 27(2): 85-102.

Foss, N.J., & Pedersen, T. (2014). Microfoundations in strategy research. Strategic Management Journal, DOI: 10.1002/smj.2362 (accepted article).

Felin, T., & Foss, N.J. (2005). Strategic organization: A field in search of micro-foundations. Strategic Organization, 3(4): 441-455.

Gavetti, G. (2012). Toward a behavioral theory of strategy. Organization Science, 23(1): 267 – 285.

Griffith, D.A., Cavusgil, S.T., & Xu, S. (2008). Emerging themes in international business research. Journal of International Business Studies, 39: 1220-1235.

Khanna, T., & Palepu, K. (2013). Winning in emerging markets: A road map for strategy and execution. Harvard Business Press.

Powell, T.C., Lovallo, D., & Fox, C.R. (2011). Behavioral strategy. Strategic Management Journal, 32(13): 1369-1386.

Submission Instructions
The deadline for submission of papers is May 31, 2016. All manuscripts will be reviewed as a cohort for this special issue and will go through the GSJ regular double-blind review process following procedures established by the journal (see gsj.strategicmanagement.net).

More information:
To obtain additional information, please contact the special issue editors:

·         Farok Contractor, Rutgers Business School: farok@andromeda.rutgers.edu

·         Nicolai J. Foss, Copenhagen Business School: njf.smg@cbs.dk

·         Sumit Kundu, Florida International University: kundus@fiu.edu

·         Somnath Lahiri, Illinois State University: slahiri@ilstu.edu

For questions about submitting to the special issue please contact the GSJ Managing Editor, Sara DiBari (gsjeditorial@wiley.com).

Background

The rise of the middle class (MC) in rapidly transforming economies of East Asia, Latin America, Africa and the Middle East is one of the most remarkable megatrends of recent decades. Given the magnitude of the changes felt by vast numbers of households across the globe, as well as the importance the issue holds in the realms of society, politics, business, economics and culture, examining the middle classes in emerging markets (EMs) has become a topic of investigation, and in multiple areas of academic inquiry.

While a consensus definition does not exist, the middle class generally refers to a growing number of households in EMs who now have access to a substantial disposable income that they can direct towards discretionary purchases – e.g. cars, home appliance, better housing, private education for children, leisure, and so forth.  One practical benchmark for delineating this group is having at least 30 percent of total household income available for discretionary consumption.

Yet, the rise of the middle class households in EMs is a multifaceted phenomenon signifying changes beyond discretionary consumption. Other factors by which middle class status can be defined include educational and professional achievement, political attitudes and participation, lifestyles, cultural values, or simply self-identification. The evolution of middle class is also correlated with rapid urbanization -- along with its consequences (e.g., housing and real estate pressures, unequal access to infrastructure between Tier 1 and Tier 2 cities, etc.). Finally, the rise of middle class in EMs heralds profound changes in societal values. Examples are: savings vs spending proclivity, attitudes toward borrowing, work-life balance, definition of success, religious practices, and individualism orientation.

Thus, business and economics scholars are not alone in studying the MC phenomenon. Scholars from such disciplines as media, communication, sociology, anthropology, political science, education, history, urban studies, and geography are also actively examining this topic. A special interest of some scholars is to contrast the contemporary developments in EMs with those already experienced by mature, post-industrial economies. Some also approach the middle class as a social phenomenon that derives meaning from social and cultural practices, while others treat it as political power with the capacity to shape a country's social, political, economic and cultural landscape.

The rise of the middle class has many important implications for international business and the processes of globalization.  These arise not only because of the consumption requirements of the middle class, but also in issues such as gender equality, income equality and the environmental implications of the new patterns of consumption. There are also important fiscal consequences in terms of taxation and its role in funding the "developmental state" and macroeconomic effects arising from debt.  The relationship between the rise of middle class consumption and the "middle income trap" remain to be fully examined.  All these issues represent new opportunities for international business researchers.

We contend that the middle class phenomenon is one of the most profound aspects of contemporary growth markets, whether it is Brazil, China, Indonesia, Poland, South Africa, or Turkey. While business and economics scholars have begun to pay special attention to this topic, and are now producing empirical findings, we can benefit from the observations and conceptualizations of fellow researchers in related disciplines as well. Clearly, a multi-disciplinary, holistic understanding the middle class phenomenon, is needed.

In addition, we need to examine country variations, recognizing that each EM has exhibited a different trajectory in forming its middle class. Middle class households in different EMs may face different issues and embody a wide range of paradoxes regarding hope and anxiety, optimism and discontent, stability and change, and so forth. Therefore, a comparative perspective can lead to some common understanding of this remarkable megatrend of our times.

Specific Objectives of the Special Issue

In addition to business scholars, we encourage researchers from economics, and other social science disciplines to submit their relevant works. We pursue the following objectives in developing the special issue:

  1. Offer a platform for scholars from international business and other disciplines to articulate their conceptualizations of the middle class phenomenon; thus working towards a more holistic understanding of middle class;
  2. Elicit and disseminate conceptual frameworks and empirical works that examine: i) antecedents; ii) consequences; and iii) moderators of the middle class phenomenon;
  3. Encourage and disseminate alternative metrics and methodologies for quantifying middle class households in EMs;
  4. Call attention to the varying trajectories of countries that are building their middle classes, thus offering comparative perspectives;
  5. Publish empirical evidence on such presumed consequences of the rise of middle class as: entrepreneurial activity; income equality; political activism; transparency and  democratic tendencies; and innovation; and
  6. Elicit studies that examine the relationship between the middle class phenomenon and such correlates as urbanization, modernization, sociological transformation;

Timeline for the Special Issue

Deadline for full paper submissions: 15 September 2014

Acceptance deadline for revised papers: 15 March 2015

Expected publication date of special issue: May 2015

 

To submit your papers, please access the journal's submission system by using the web link:  http://ees.elsevier.com/ibr/default.asp  

Each paper will be sent to two to three reviewers, with relevant qualifications.

Guest Editors

Tamer Cavusgil (cavusgil@gsu.edu ) currently serves as Fuller E. Callaway Professorial Chair and Executive Director, CIBER, at the J. Mack Robinson College of Business, Georgia State University, Atlanta, Georgia, USA.

Peter J Buckley, (pjb@lubs.leeds.ac.uk) , (BA (Econ), York; MA, East Anglia; PhD Economics, Lancaster; Dr hc (Uppsala)) is Professor of International Business and Director of the Centre for International Business, University of Leeds, (CIBUL), UK. 

Department of Business Administration is seeking new colleagues at the Assistant Professor level (rank is negotiable contingent upon experience and research evidence) for Fall 2014 in the areas of Accounting, Marketing, Human Resources Management, Entrepreneurship, Management Science/Operations Management, Information Systems, International Business, and Strategic Management. 

The Department wishes to attract candidates who have earned doctorate degrees in the aforementioned fields or from a relevant discipline. The successful candidate will be expected to engage in original, high-caliber research in the designated fields and demonstrate recent publications in refereed scholarly journals that are indexed in the SSCI. Aligned with the Department’s commitment to excellence in business education and teaching, a proven record of teaching excellence is required. The typical full teaching load is 6 credit hours per semester.  Extra stipend in addition to a base salary is possible if there is an interest in teaching in the Executive MBA and joint-degree SUNY programs. Housing on the beautiful Middle East Technical University (METU) campus is provided as well. Publications in high quality journals are supported with monetary awards by the President’s Office. Travel grants for two international conferences per year and other research grants are available. Performance assessment is based predominantly on research and teaching activities. 

METU Department of Business Administration (www.ba.metu.edu.tr) has an undergraduate program in Business Administration, a joint-degree undergraduate program with SUNY Binghamton, a full-time MBA, an Executive MBA, and a Ph.D. program in Finance. Most of the faculty have doctorates from leading research universities in the US and Europe and is actively involved in research.

METU (www.metu.edu.tr) is a public university and one of Turkey's most competitive universities with more than 21,000 students. Each year, among the students taking the National University Entrance Examination, over one third of the 1,000 applicants with the highest scores attend METU. The language of instruction at METU is English at all levels. METU was recently placed among the top 60 universities in the “World Reputation Rankings 2013,” announced by Times Higher Education. Also, it was ranked first in the “Entrepreneurial and Innovative University Index 2013” among national universities. METU Teknokent is the first and largest technopark in Turkey and provides resources and opportunities for research and consulting. 

Please send letter of application, curriculum vitae, statement of research and teaching interests, and  names of three confidential references to: 

Professor Nazlı Wasti Pamuksuz

Head of Search Committee

Department of Business Administration

Middle East Technical University

Dumlupinar Bulvari No: 1, 

06800, Ankara, Turkey

or via e-mail: nazli@metu.edu.tr 

Special Issue Co-Editors

David Deeds                                         Helena Barnard                        Paul M. Vaaler

Schulze Professor of                            Professor of Management        John and Bruce Mooty Chair

Entrepreneurship                                & Doctoral Programme Dir         in Law & Business

Opus College of Business                    Gordon Institute of Bus Sci      Carlson School & Law School

University of St. Thomas                     University of Pretoria                 University of Minnesota

1000 LaSalle Avenue South                26 Melville Road                       321 19th Avenue South

Minneapolis, MN 55403                      Illovo, Johannesburg                 Minneapolis, MN 55455

USA                                                     SOUTH AFRICA                       USA

Tel +1 (651) 962 4407                        Tel +27 11 771 4213                  Tel +1 612 625 4951

Email david.deeds@gmail.com         Email barnardh@gibs.co.za       Email vaal0001@umn.edu

Special Issue Description

In the 2010s, individuals living outside their country of birth or childhood total more than 250 million, making “Diasporia” the fifth largest “country” in the world.  National laws in host and home countries as well as international agreements linking those countries comprise a complex migrant and migration policy (M&MP) web doing the following: regulating migrant movement; defining migrant workplace rights; influencing migrant investment, innovation and entrepreneurship; taxing migrant income and wealth; attracting migrant votes; and otherwise “harnessing” migrants to serve policy goals. 

How do such national and international M&MP trends matter for IB strategies and the individuals and multinational enterprises (MNEs) behind those IB strategies?  IB research has a long history of studying migrant executives –expatriate managers— but today’s M&MPs have broader implications for a range of international workers, entrepreneurs and innovators, all of whom are well-represented in Diasporia.  IB research can and should address current M&MP trends, and the IB challenges as well as opportunities they create for international investors, innovators, and entrepreneurs.

The new Journal of International Business Policy (JIBP) aims to be a leader in publishing high-quality research analyzing emerging public policy trends and their impact on international investors and firms. You can learn more about JIBP’s aims here: https://www.jibp.net. JIBP more specifically intends to champion research analyzing M&MP trends and their impact relevant to IB research.  To that end, JIBP is sponsoring a day-long symposium on the topic in conjunction with the Academy of International Business annual meeting in Minneapolis, Minnesota, USA on Monday, June 25, 2018.  You can learn more about and register for the day-long symposium here: https://stthomas.az1.qualtrics.com/jfe/form/SV_0fuAroJmeTm0e1L.  There is no cost to register for the symposium. 

JIBP is also issuing this call for paper proposals for subsequent development into full manuscripts for submission, peer review, and possible publication in a special issue of JIBP scheduled for late 2019. 

We welcome proposals addressing these M&MP issues and others:

  • Firm responses to host-country visa limitations on migrant worker recruitment.
  • MNE influence on the emergence and terms of bilateral labor agreements.
  • Home-country voting rights and migrant-related foreign direct investment.
  • Home- and host-country regulatory effects on migrant remittances.
  • The role of diasporas in international technology and knowledge transfers.
  • Migrant mobility and patenting patterns in home- and host-countries.
  • Bilateral investment treaties and the internationalization of migrant-run businesses.
  • Home- and host-country taxation policy effects on migrant remittances.
  • Home-country economic informality and foreign direct investment by migrants.
  • Dual citizenship laws and home- versus host-country business activity by migrants.
  • Individual and joint effects of bilateral labor agreements and bilateral investment treaties on MNE growth, structure, and performance.
  • International patenting conventions (e.g., Patent Cooperation Treaty) and migrant innovation.
  • How home and host countries encourage refugee versus economic migrant entrepreneurship.
  • How non-governmental international organizations affect migration policy and business.
  • Migration and growth in international money transfer, banking and related service industries.
  • The role of migrants in transmitting business norms and entrepreneurial practices back home.
  • Home-country investment by refugees versus economic migrants living abroad.
  • Relationships between official foreign and international development aid and migrant remittances to developing countries.
  • The role of home-country migrant affairs ministries in harnessing diasporas for more remittances, foreign direct investment, and other economic purposes.
  • Host-country discrimination against migrants and migrant venture funding, founding, and growth.
  • The role of host-country firms in settling refugees.
  • MNE lobbying strategies to change migrant policies in host and home countries.

These M&MP issues are not meant to be exhaustive but illustrative of possible proposal topics. 

We welcome proposals from researchers in IB, other management fields, and fields outside of management such as economics, political science, sociology, law, geography, development studies, public policy, and international relations.  We especially welcome proposals bridging these disciplines.  We welcome proposals primarily aimed at theory development, as well as empirical investigation of theoretically-grounded research questions.  Empirical investigations may be primarily quantitative, qualitative, or a mix of both approaches.  We seek a broad range of proposals addressing M&MP issues promising new and novel research contributions to IB research on M&MP issues. 

Special Issue Proposals

Proposals should be written in English and not exceed a total of seven (7) pages and 4000 words – five (5) pages for the body which can include charts, graphs, diagrams, and up to two (2) pages of references. The 4000-word count includes all text in the charts, graphs, diagrams, and references.

Only electronic submissions of proposal(s) will be accepted, submitted via the Manuscript Central portal for JIBP: https://mc.manuscriptcentral.com/jibp.  A maximum of two (2) proposals, either as an author or a co-author, may be submitted.

We seek original, unpublished work to move the scholarly conversation on M&MP issues forward. Proposals may be rooted in or derived from prior work, but the submitted proposal must reflect significant development. Any proposal submitted that is judged to be identical or substantially similar to work already published, presented or under review for another conference or publication, will not be considered for invitation to develop a full manuscript.

Proposals are easiest to handle if submitted in PDF format. MS Word (or equivalent) will also be accepted. The title should be listed in the header of each page. Please use single spacing and 10-point font or larger.

All proposals received by the deadline date (September 1, 2018) are deemed as original and final.

Timeline from Proposal to Publication

All proposals will be evaluated by the special issue editors.  They will follow this timeline for proposal acceptance, full manuscript development and submission, peer review, acceptance, and JIBP publication:

  • September 1, 2018:  Deadline for submission of proposals via Manuscript Central portal for JIBP (https://mc.manuscriptcentral.com/jibp).
  • October 1, 2018:  Notification of acceptance or rejection of proposals for development as full manuscripts for submission.
  • February 1, 2019:  Deadline for submission of full manuscripts.
  • February 1 to September 1, 2019:  Double-blind peer review, revision, and editorial notification of manuscript acceptance or rejection for inclusion in JIBP special issue.
  • December 2019:  Publication of JIBP special issue.

Proposals are reviewed by the special issue editors, so they are not anonymous.  Proposals should include name and institutional affiliation of all authors. Authors invited to submit full manuscripts can expect standard double-blind peer review process once submitted.

Please contact the special issue editors with any questions.

Millikin University seeks a visionary, collaborative, and innovative industry expert to teach marketing and management, beginning August 2015. 

Overview of the Tabor School

The Tabor School of Business is dedicated to performance learning -- creating opportunities for students to perform with third-party stakeholders early and often. This focus has driven innovation in the content and delivery of the business program that not only creates a unified sense of purpose across the Tabor School, but is also integrated across the entire University:

  • More than 30 entrepreneurially focused courses outside the business school in such disciplines as Art, English, Biology, Music Business, Social Services, Theatre, etc.
  • Seven faculty-student run ventures across campus.
  • Curriculum focused on delivering business solutions locally, nationally, and internationally. 
  • A nationally recognized Center for Entrepreneurship. 
  • A well-respected MBA program that delivers synchronized learning nationally and internationally.  

Job Responsibilities

  • Use practical expertise and training to teach a complementary set of courses in marketing and management.
  • Teach in the undergraduate and MBA programs.
  • Conduct relevant scholarship in the field.
  • Advise and mentor students.
  • Engage in university, community, and professional service.
  • Develop industry relationships that lead to performance learning activities and internships.

Job Qualifications

  • Practical experience in marketing and management a must.
  • Doctoral degree required; consideration given to a candidate working on doctorate with a defined end date.
  • Potential for scholarship.
  • Evidence of excellent teaching.
  • Evidence of ability to develop external business relationships.

To Apply:

  • Email one file to Cindy Landacre, Tabor School of Business Assistant to the Dean, at clandacre@millikin.edu, that contains the following:
    • Cover letter that addresses what you are qualified to teach in marketing and management and why you are a good fit for the job.
    • Vitae
    • Teaching philosophy
    • 4 references, academic and industry (will notify candidates in advance of contacting)
  • Review will begin immediately and continue until position is filled.
  • Address all questions to Cindy Landacre at email above or 217.424.6285.

Millikin University’ Tabor School of Business invites applications for a full-time position in the marketing department at the rank of advanced Assistant or Associate Professor, tenure-track, effective August 2011 semester.  Qualifications are PhD or DBA in Marketing.  Candidates must excel at teaching and mentoring and at connecting practice to theory, while maintaining expertise in the marketing field through the pursuit of scholarship.

We seek candidates looking to build our marketing program into a recognized regional leader while advancing an educational philosophy grounded in performance learning, where students are expected to perform and compete consistent with a university that extensively engages students in professional performance inside and outside of the classroom.

The faculty will be expected to have diversity in topics taught and students served.  While open to all marketing areas, expertise focused on Consumer Behavior or Integrated Communications, with knowledge in integration of E-Marketing is desired. Representative teaching areas would include principles, advertising, consumer behavior, and selling.  A demonstrated interest in the integration of entrepreneurship into marketing is a plus. 

The Tabor School of Business offers a comprehensive business curriculum with seven ACBSP accredited undergraduate degrees in the major functional areas, a leadership-focused MBA, and evening programs in accounting and management. Our graduates' placement rate is outstanding. We strongly advocate performance learning education through, client-based assignments, student consulting, internships and opportunities with our international partners. The Tabor School has close relationships with the business community that includes local Fortune 50 firms and numerous entrepreneurs.  Our Center for Entrepreneurship is nationally recognized as a leader that includes a unique Arts and Entrepreneurship program. The Center provides faculty a wealth of opportunities for scholarly research, student projects, and consulting opportunities.

Millikin University is a vibrant, comprehensive institution with 2400 students, four colleges or schools; Arts and Science, Tabor School of Business, Professional Studies, and Fine Arts. The University has professional graduate and several adult evening programs. Millikin takes pride in preparing students for professional success, democratic citizenship in a global environment, and a personal life of meaning and value.

Applicants should send curriculum vitae, three references letters, and a teaching philosophy statement.  For full consideration, applications should be sent, either electronically or a hard copy, by March 1st, 2011.    Address inquires and applications to Rick Bibb,  Coordinator of Marketing,  Millikin University, 1184 W Main Street, Decatur, Illinois 62522. E-mail rbibb@mail.millikin.edu; Millikin is an equal opportunity employer. Women and minorities are encouraged to apply.    http://www.millikin.edu/tabor/

Millikin University’s Tabor School of Business invites applications for a full-time, tenure-track, position at the rank of Assistant or Associate Professor effective August 2017. Qualifications are PhD or DBA in Finance or Economics with an emphasis in Corporate Finance.  ABD’s will be considered.  Candidates must be committed to excellence in teaching, maintain an active scholarship in their field and support service to the university.

We are seeking a broadly trained scholar who can teach undergraduate level courses in Finance and Economics.  A demonstrated interest in teaching International Finance and Portfolio Analysis would be a plus.

Candidates are expected to embrace a teaching philosophy grounded in experiential learning consistent with an institution that extensively engages both its faculty and students in external based learning. Student mentoring is an important part of the faculty’s teaching.

The Tabor School of Business offers a comprehensive business curriculum with six ACBSP accredited undergraduate degrees in the major functional areas, a leadership-focused MBA, and an evening accounting program. Our graduates’ placement rate is outstanding.  We strongly advocate Performance Learning education through internships, client-based activities, student consulting, and international opportunities with our international partners.  Our Center for Entrepreneurship is nationally recognized as a leader that includes an Arts and Entrepreneurship program. The Center provides faculty a wealth of opportunities for scholarly research, student projects, and consulting opportunities.  The Tabor School has close relationships with the business community that includes local Fortune 100 firms and numerous entrepreneurs. 

Millikin University is a vibrant, comprehensive institution with 2100 students, four colleges or schools; Arts and Science, Tabor School of Business, Professional Studies, and Fine Arts.  The University has two professional graduate and several adult evening programs.  Millikin takes pride in preparing students for professional success, democratic citizenship in a global environment, and a personal life of meaning and value. 

Applicants should send curriculum vitae, three references letters, and a teaching philosophy statement, applications should be submitted electronically at <http://millikin.edu/employment>. 

Review of applications will begin 15 February and will continue until the position is filled.  Address inquires and applications to Dr. Larry Stapleton, Divisional Chair – Accounting, Economics, Finance and Management, Millikin University, 1184 W Main Street, Decatur, Illinois 62522.  E-mail lstapleton@millikin.edu; phone 217-424-6361.  

Employment and first day of work is contingent upon successful completion of background check. .Millikin is an EO/AA employer. Women and minorities are encouraged to apply. 

www.millikin.edu/tabor/

Might you be interested in working as Visiting Instructor/Assistant Professor in Entrepreneurship at Millikin University in Illinois, USA for one year ?

Job Responsibilities

  • Teach in the undergraduate entrepreneurship program including Blue Connection, a student-run retail art venture, and the MBA program as needed.
  • Collaborate with the Center for Entrepreneurship, across disciplines, and the larger community (locally,regionally, and nationally) in providing leadership and support in curriculum development, including numerous multi-disciplinary, nationally recognized arts entrepreneurship student-run ventures.
  • Conduct relevant scholarship in the field of entrepreneurship.
  • Advise and mentor students, both academically and professionally.
  • Engage in university, community, and professional service.

Job Qualifications

  • Preferably with a doctoral degree in entrepreneurship or related business field.  Individuals currently pursuing a post-graduate degree in business and with a track record of teaching entrepreneurship will be considered.
  • Entrepreneurial experience or substantial experience in leading and launching a venture within an organization is a plus.
  • Evidence of ability to develop external business relationships locally and globally.
  • Evidence of the ability to work collaboratively and effectively with faculty, staff, and students from diverse ethnic, cultural, and socioeconomic backgrounds.

Interested parties may submit a cover letter and CV to Julie Shields, Director of the Center for Entrepreneurship at Millikin University at jshields@mail.millikin.edu. Please submit your application on or before April 8, 2016.

Assistant Professor of International Business Minnesota State University, Mankato, Minnesota, USA The Marketing & International Business department at Minnesota State University, Mankato, invites applications for a full time, tenure track, Assistant Professor of International Business position. Responsibilities include teaching undergraduate international business courses, engaging in scholarly activities, active participation in student advising, performing appropriate service functions for the department, college, and university. Also, participation in outreach activities to business community is required. Starting date of the appointment is August 17, 2015. Required Qualifications: MBA or Masters of International Management (MIM) from an AACSB accredited university. In addition, Two years of full-time international business related industry experience is required. Preferred Considerations: Evidence of teaching International Business courses at university level, demonstrated commitment to applied research and scholarly activities, evidence of seven (7) years of international business related industry experience, evidence of leadership, collaboration and business community involvement, demonstrated commitment to fostering a diverse working and learning environment, MBA from an AACSB accredited university, with an international business focus. PhD / DBA degree in International Business or a closely related business discipline from an AACSB accredited institution, excellent communication skills, and working knowledge of educational technology. Application Procedures: Priority consideration will be given to applications received by February 16, 2015, review will continue until the position is filled. To apply for this position, please go directly to: http://agency.governmentjobs.com/mankato/default.cfm and look for International Business, Assistant Professor (PRF# AA16053). A complete application will include a cover Letter explaining your teaching philosophy, resume/curriculum vitae, contact information for three current references, and copies of official transcript (s) of your highest completed degrees. Please direct questions to: Search Committee Chair – Dr. M. Anaam Hashmi Professor of International Business Minnesota State University, Mankato 150 Morris Hall, College of Business Mankato, MN 56001 Phone: (507) 389-2967 TTY: 800) 627-3529 or 711 FAX: (507) 389-5497 E-mail: m.hashmi@mnsu.edu Additional information on Minnesota State University, Mankato can be found at: http://www.mnsu.edu. Employment for this position is covered by the collective bargaining agreement for the Inter Faculty Organization which can be found at: http://www.hr.mnscu.edu/contract_plans/index.html. Minnesota State University, Mankato is an Affirmative Action/Equal Opportunity University and a member of the Minnesota State Colleges and Universities System

Online misbehavior at universities and colleges--including cyberbullying, harassment, plagiarism misrepresentations, trickery, scams, privacy violations, hacking, intellectual property violations, etc.--is being addressed to varying degrees and in varying ways.  This volume will provide reports on the nature and extent of problems and approaches to grappling with these issues.

Publication Schedule
Book chapter proposals received: February 21, 2011
Notification of accepted chapter proposals:  March 1, 2011
Receipt of full book chapters: May 1, 2011
Chapter authors receive reviews with feedback:  June 1, 2011
Final revisions due:  August 1, 2011
Book release:  January 3, 2012

Submit a one-page or so chapter proposal.  Also, include for each of the co-authors a brief biography including terminal degree, current institutional affiliation and position, and a listing of any related publications. For each co-author include contact information, so we can readily contact you such as: email address, mobile phone, work phone, home phone, and Skype (if you do not mind us contacting you through these).

Send proposals and inquiries to both:

Charles Wankel wankelc@verizon.net and Laura A. Wankel wankella@shu.edu

 

The Robert W. Plaster School of Business, Business Administration at Missouri Southern State University is seeking applicants for full-time tenure-track positions at the Assistant/Associate level beginning fall 2017. The School of Business is hiring several Doctoral-qualified faculty as part of our strategy to move towards AACSB accreditation.

Candidates for all full-time faculty positions must demonstrate a strong desire to excel in teaching and provide ongoing support for student success, in and out of the classroom. Online delivery of programs is an important aspect of the MSSU course delivery strategy. Candidates for tenure-track positions must also have an interest in building / maintaining a sustainable program of research, scholarship, and/or creative activity.

The Plaster School of Business (PSB) is seeking qualified individuals to teach a wide variety of undergraduate and graduate management courses for each position:

MANAGEMENT:  Strategic Management, Management Information Systems, Human Resources Management, Training and Development, Employee Compensation, Leadership and Ethics, Strategic Human Resource Management.

INTERNATIONAL BUSINESS & MANAGEMENT:    International Business, Global Management, International Marketing, Strategic Management, Global Supply Chain Management

MARKETING:   Marketing Research, Consumer Behavior, Marketing Strategy and Value Creation.

Academic requirements include an earned doctorate by no later than December 31, 2017 in management, Marketing, International Business, or related field from an accredited institution.  Qualifications to teach effectively in courses and a record of, or strong evidence of potential for, scholarly activity are preferred.  Scholarly activity, student advising, and service are integral parts of these faculty positions.  Demonstrated ability to work with and/or knowledge of diverse populations is preferred.  Related business experience is desirable.  

Duties will include teaching classes at both the undergraduate and graduate level, advising, research, and service activities. Instructional delivery may occur through traditional, on-line, and alternative instructional methods and can take place on the main campus or off site educational locations.  Voluntary summer and winter contracts may be available. 

Finalists must communicate well and successfully complete the interview process, teaching demonstration, and research presentation as judged by the department faculty.  Recommendation for hiring by the majority of the regular, full-time department faculty will be made to the Dean.  Prior to a final offer of employment, the selected candidates will be required to submit to a background check.   

Missouri Southern State University (MSSU) is a four year liberal arts institution serving nearly 6,000 students. Expanding graduate and undergraduate programs provide faculty with rich opportunities for service and scholarship. Internationally-focused semesters and enriching cultural events in theater, art, music and film create an engaging learning environment for students and citizens of the region. MSSU is located in Joplin, MO, which is considered to be the Crossroads of America, and serves as the commercial hub for the four states area. Joplin is a resilient and vibrant city with a population of over 50,000 serving a metropolitan statistical area of 208,000. There is quick and easy access to Northwest Arkansas, Kansas City, and Tulsa, as well as numerous outdoor activities and attractions throughout the Ozarks.  

The Plaster School of Business (PSB) is accredited by ACBSP and is moving towards AACSB with 25 full-time tenured/tenure track faculty serving approximately 1,000 students. The PSB offers two graduate programs: Master of Accountancy and Master of Science Management. Undergraduate programs include Accounting, Economics, Finance, Management, HR Management, Marketing and International Business. In addition, certificates are available in Entrepreneurship and Management. 

Qualified candidates must submit a cover letter, three professional references with contact information, unofficial graduate and undergraduate transcripts, and current vitae to: FacultyVitae@mssu.edu. Please reference Management Faculty or IB Faculty or Marketing Faculty in the subject line. Review of applications will be ongoing until a qualified candidate is selected.  For best consideration, please submit applications by December 31, 2016.  Official transcripts are required 45 days after contract is issued.

The Sloan School of Management at the Massachusetts Institute of Technology (MIT) provides users with free teaching case studies to further develop an understanding of strategic and operations management, system dynamics, leadership and ethics, global entrepreneurship, and sustainability. Cases are available for download in PDF.

“Everything about nothing” and “nothing about everything” could be the drastic characterization of quantitative and qualitative research methods, respectively. The former reflects a typical narrow topical focus but extensive empirical sample and the latter extreme describes a usually limited empirical base but a wide topical focus. Combining them could be a good idea and so, Mixed Methods Research (MMR) was born (cf. Campbell and Fiske, 1959).

What is Mixed Methods Research?

 Although there are several definitions of MMR, a general, yet concise, description is that MMR endorses an approach in which the researcher collects, analyses and interprets both quantitative and qualitative data, integrates the two approaches and then draws meta-inferences that provide additional insights not possible from each approach alone (Cresswell, 2015). Hence, MMR should generally not be confused with ‘‘multiple methods’’ research where various forms of qualitative data (from, e.g., interviews and participant observations) or different quantitative data (from, e.g., surveys and experiments) are collected and analysed.

Rationales for Mixed Methods Research

MMR combines the strengths of quantitative and qualitative methodologies, offering several potential advantages to researchers. One important rationale for MMR is triangulation, where results from quantitative and qualitative approaches may be used to corroborate one another, thereby enhancing confidence in the findings (Doyle et al., 2009; 2016). Additionally, MMR facilitates expansion by enabling researchers to explain quantitative results through qualitative insights, providing richer contextual understanding.

MMR is also particularly useful in exploratory studies, where qualitative data can guide the development of instruments or help identify variables and formulate hypotheses for further quantitative analysis. Moreover, by integrating both methodologies, MMR allows for a more comprehensive understanding of phenomena, addressing gaps that may arise when using either method independently. Another benefit lies in offsetting each methodology’s limitations by leveraging the other’s strengths (Creswell, 2015). Finally, MMR can illustrate quantitative findings with qualitative data, creating a more nuanced interpretation of results (Bryman, 2006).

Examples of Mixed Methods Research Designs

A variety of designs are available within MMR, offering researchers flexibility in addressing different research questions. While some designs may appear unnecessarily complex, three basic designs can be seen as examples of how to use MMR for academic investigations: convergent, explanatory sequential, and exploratory sequential (Doyle et al., 2016; Harrison et al., 2020). Although only examples of possible designs, they are adaptable to diverse research contexts and can address various methodological and analytical needs.

The Convergent Design

The convergent design is frequently employed when the goal is to achieve a comprehensive understanding of phenomena. In this approach, quantitative and qualitative data are collected concurrently, with findings analyzed independently before being merged to draw overarching conclusions or meta-inferences (Creswell and Plano Clark, 2011). This design is efficient as it allows data collection to occur simultaneously, which is particularly valuable when access to the study population is time-sensitive. By integrating independent results, the convergent design can provide a well-rounded perspective on the research question (Doyle, 2015).

The Explanatory Sequential Design

The explanatory sequential design typically begins with a quantitative phase, where data are collected and analyzed to identify trends or relationships. This phase is followed by a qualitative phase, designed to explore and explain the quantitative findings in greater depth. The sequential nature of this design allows for targeted qualitative data collection informed by the initial quantitative results, making it straightforward to implement (Creswell and Plano Clark, 2011). However, this design may face challenges if the original population becomes inaccessible over time, especially when the initial quantitative phase is protracted.

The Exploratory Sequential Design

In contrast, the exploratory sequential design begins with qualitative data collection and analysis, which informs the subsequent quantitative phase. This approach is particularly useful for developing new instruments, identifying variables, or generating hypotheses for further testing (Creswell and Plano Clark, 2011). The quantitative phase serves to validate or generalize the findings from the qualitative stage to a broader population. Like the explanatory sequential design, this approach benefits from its clear structure but may encounter similar issues regarding participant accessibility over time.

It is important to match the choice of MMR design to the rationale for the study. Researchers are encouraged to select the design that aligns with their research objectives, data collection constraints, and analytical goals to ensure coherence and integration throughout the study. With this SI, we would like to promote methodological inclusivity within the MMR frame of reference and welcome any such manuscripts suitable for publication in JGM. 

Focus of the Special Issue 

Topic/Area of MMR

There must be a match between the submitted MMR manuscript and what JGM publishes, i.e. research on global employees who cross borders physically and/or virtually for work purposes. These include corporate and self-initiated expatriates, as well as other forms of global employees, such as frequent international business travellers, short-term assignees, and migrant workers. For more details on the remit of JGM, please visit:

 https://emeraldgrouppublishing.com/journal/jgm?id=jgm

Submission Process and Timeline

To be considered for the Special Issue, manuscripts must be submitted no later than October 1, 2025, 5:00 pm Central European Time. Manuscripts submitted earlier will not be processed until the deadline. Submitted papers will undergo a double-blind peer review process and will be evaluated by at least two reviewers and the Guest Editorial Team (GET). The final acceptance is dependent on the review team’s judgments of the paper’s contribution to the special issue topic.

Authors should prepare their manuscripts for blind review according to the Journal of Global Mobility author guidelines, available at www.emeraldinsight.com/jgm.htm. Please remove any information that may potentially reveal the identity of the authors to the reviewers. Manuscripts should be submitted electronically at: http://mc.manuscriptcentral.com/jgmob.

Once accepted, manuscripts will immediately be published online as citable in-print articles. The complete SI publication is planned for September 2026. For inquiries regarding the special issue, please contact Professor Jan Selmer at selmer@mgmt.au.dk

Important Information

Submission deadline: October 1, 2025.

Accepted manuscripts will immediately be published online as citable in-print articles.

SI publication: September 2026

LOCATION: Mexico City.

POSITION: Full-Time Professor of International Business.

Candidates are expected to teach at the undergraduate level, in English, and participate in academic activities of the department.

REQUIREMENTS: Candidates must have a PhD degree in International Business, experience in faculty positions and/or managerial expertise in industry.

REMUNERATION: Tecnologico de Monterrey offers a competitive salary and benefits package, which includes a furnished housing allowance, and a yearly round trip air ticket to return home for international visiting faculty members.

HIRING TERMS: 1 year contract, and renewal for 1 additional year based on performance evaluations. We offer visa assistance. The expected start date is the next academic year (Beginning in July 2016).

ABOUT US: Tecnologico de Monterrey is a Mexican private higher education institution founded in 1943. We promote in our students an entrepreneurial culture, humanistic values and an international perspective. We have 32 campuses throughout Mexico and various academic centers and liaison offices in North and Latin America, Europe and Asia. At Tecnologico de Monterrey we work under a principle of equal opportunities and do not discriminate on the basis of ethnicity, nationality, gender, sexual orientation, marital status, health status, religious beliefs, political doctrine or disability. Website: http://www.itesm.mx/wps/wcm/connect/ITESM/Tecnologico+de+Monterrey/English

APPLICATION: Candidates are requested to submit their applications electronically to Pedro Carreon, Director of the Economics & International Business Department, mail: pcarreon@itesm.mx, with the subject Professor of International Business. A Curriculum Vitae and letter of interest in which you specify your teaching interests must be included.

Foreign Visiting Professor International Business

ABOUT US: Tecnologico de Monterrey is a Mexican private non‐religious higher education institution with no political affiliation, founded in 1943. We promote in our students an entrepreneurial culture, humanistic values and an international perspective. We have 32 campuses throughout Mexico and various academic centers and liaison offices in North and Latin America, Europe and Asia.

POSITION: Full Time Professor at Tecnologico de Monterrey University. Candidates are expected to teach at the undergraduate level, in English. The position requires giving lectures and workshops for the equivalent of 12 hours per week, in a 40 hour work week, which includes other duties.

REQUIREMENTS: Candidates must have a PhD. in Business Administration or Management, International Business, Finance. Experience in Teaching, University Activities, Consulting, Business, Companies. Some of the possible subjects to teach are: - Business Administration - Analysis of International Markets - Negotiation Techniques (Business Abroad) - International Trade It is mandatory to provide evidence of proficiency in English (B2 MCER) The expected start date is the next academic year, beginning in January 2018.

REMUNERATION: A competitive remuneration package will be offered: monthly salary in Mexican pesos, social security, life insurance, medical insurance, savings fund, holiday bonus, vacation bonus and food coupons. Relocation expenses will be covered. We offer immigration sponsorship

HIRING TERMS: 1 year contract, and renewal for 1 additional year based on performance evaluations.

APPLICATION: Applicants are requested to submit their applications electronically in a single PDF file to lmendivil@itesm.mx. 1) Letter of interest in which you specify your teaching interests and 2) Curriculum vitae, must be included, (with the subject: Professor in International Business).

At Tecnologico de Monterrey we work under a principle of EEOC and do not discriminate on the basis of age, ethnicity, nationality, gender, sexual orientation, marital status, health status, religious beliefs, political doctrine or disability.

ABOUT US: Tecnológico de Monterrey is a Mexican, private non‐religious higher education institution with no political affiliation, founded in 1943. We promote in our students an entrepreneurial culture, humanistic values and an international perspective. We have 26 campuses throughout Mexico and various academic centers and liaison offices in North and Latin America, Europe and Asia.

POSITION: Full-Time Professor at Tecnológico de Monterrey University. Candidates are expected to teach at the undergraduate level, in English. The position requires giving lectures and workshops for the equivalent of 12 hours per week, during the semester. Academic activities include: development of teaching material, seminars, and collaborative work with colleagues of the department, one-on-one mentoring, and participation in institutional events.

REQUIREMENTS:

  • Ph.D in International Business, Management, Administration or International Marketing and academic and professional experience related to the field. o
  • Desired experience in international business consulting, international trade
  • It is mandatory to provide evidence of proficiency in English

POSSIBLE CLASSES TO TEACH:

  • International Marketing Intelligence o International Services Development
  • Competitive intelligence and Geo-economics

The expected start date is the next academic year, beginning in August 2018.

REMUNERATION AND BENEFITS: A competitive remuneration package will be offered: Monthly salary in Mexican Pesos, Health Insurance, Life Insurance, AD&D Insurance, Long-term disability Coverage, Savings Fund, Holiday Bonus, Vacation Bonus, and Food Expense Card. Relocation and immigration logistics and expenses will be covered.

APPLICATION: Applicants are requested to submit their applications electronically in a single PDF file to leramirez@itesm.mx

  1. Letter of interest in which you specify your teaching interests and
  2. Curriculum vitae, must be included, (with the subject: Professor. International Business)

At Tec de Monterrey we work under a principle of EEOC and do not discriminate on the basis of age, ethnicity, nationality, gender, sexual orientation, marital status, health status, religious beliefs, political doctrine or disability.

Tec de Monterrey-Campus Guadalajara International Visiting Faculty

INTERNATIONAL BUSINESS AND LOGISTICS

The Tec de Monterrey Campus Guadalajara invites applications for the position of International Visiting Faculty members for JULY 2015. Positions are available in international management, international marketing and international logistics. Required qualifications include: a strong commitment to high-quality undergraduate education and continuous professional development. A Ph.D. in Business or Management or Logistics is required.

The Tec de Monterrey is a prívate, Mexican educational institution that was founded in 1943. Currently, it has campuses distributed throughout Mexico, Latin America and around the world. The academic programs of the Tec de Monterrey are nationally and internationally accredited by several organizations including SACS - Southern Association of Colleges and Schools in the United States.

The Tec de Monterrey offers a competitive salary and benefits package, which includes a furnished housing allowance, a yearly round trip air ticket to return home for international visiting faculty members. All courses will be taught in English.

Inquiries regarding the position and CV´s of interested candidates may be made to:

Dr, Eileen Daspro Chair

Dept. Intl. Business

Tec de Monterrey Campus Guadalajara

edaspro@itesm.mx

Assistant/Associate Professor of International Business The Sonoco International Business Department, Darla Moore School of Business, at the University of South Carolina is conducting a search to fill a tenure-track position. Although rank is open preference is for an experienced assistant/associate candidate. The start date is August 2012. Applications will be accepted until the position is filled. A completed doctoral degree with a specialization in international business is required. A strong disciplinary base is also expected and a specific geographic area of expertise is desirable. We are interested in exceptional scholars, with demonstrated outstanding research and teaching in the area of international business.

Please send/e-mail a CV, brief research and teaching statement, recent publications, and the names of three references to: Sara Easler, Sonoco International Business Department, Darla Moore School of Business, University of South Carolina, Columbia, SC 29208 (sara.easler@moore.sc.edu).

See Careers@Moore website: http://moore.sc.edu/careers.aspx for information regarding this and other positions. The primary vision for the international business department is to take a leading role in the development of high impact theory and research on global business. The department is unified by its interest in understanding the multinational enterprise (MNE) and the institutional context within which the MNE operates. The department includes faculty with diverse disciplinary backgrounds. This combination, a shared focus on the MNE and diverse perspectives, facilitates collaborative efforts to support multidisciplinary, cross-functional, and/or multilevel perspectives.

The current faculty in the department are: Nancy Buchan (Wharton), Randy Folks (Harvard), Omrane Guedhami (Laval), Tatiana Kostova (Minn.), Chuck Kwok (UT-Austin), Gerald McDermott (MIT), Lite Nartey (Wharton), Robert Rolfe (OU), Kendall Roth (USC), Martin Roth (Pitt), and Andrew Spicer (Wharton). The Darla Moore School of Business is recognized for its innovative international business programs, including an undergraduate international business major, joint undergraduate international business program with the Chinese University of Hong Kong, international master in business administration, master of international business, a global executive program in Guadalajara, Mexico, and an international business major at the doctoral level. The undergraduate international business program has been ranked No. 1 for the fourteenth consecutive year. For the past 20 years the graduate program in international business has been ranked in the top 3 nationally.

The University of South Carolina is located in the city of Columbia, a rapidly growing metropolitan area of more than 650,000 people that offers excellent quality of life including outstanding schools, various entertainment opportunities, and strong support for the arts. The University of South Carolina does not discriminate in educational or employment opportunities or decisions for qualified persons on the basis of race, color, religion, sex, national origin, age, disability, sexual orientation or veteran status. Women and minorities are encouraged to apply.

Sonoco Distinguished Visiting Professorship in International Business The Sonoco Distinguished Visiting Professorship in International Business brings to the University of South Carolina a renowned senior scholar, or other suitably qualified individual, who has achieved prominence and recognition in the area of international business. Suitably qualified experience would include positions such as: senior executive in business, senior executive in an international institution (e.g. World Bank, OECD), or high ranking government official. Applicants from outside the U.S. are encouraged.

The Sonoco Distinguished Visiting Professorship is supported by an endowment fund created by Sonoco Products Company, a global leader in the manufacturer of consumer and industrial packaging products and provider of packaging services, with approximately 300 operations in 35 countries, serving customers in 85 nations. The endowment will support a professorial stipend, housing, travel, and/or a research budget based on the nature and duration of the proposed activities. The scheduling horizon is 2012-2016 and the appointment time period is flexible but is normally for one semester.

The activities and responsibilities of the individual during the visiting professorship appointment may include: developing joint international research activities with USC faculty, giving research seminars, teaching or guest lecturing on selected international topics, participating in executive education activities, and advising local business executives.

Please send/e-mail a CV, statement of interest and proposed activities, and the names of three references to: Sara Easler, Sonoco International Business Department, Darla Moore School of Business, University of South Carolina, Columbia, SC 29208 (sara.easler@moore.sc.edu). See Careers@Moore website: http://moore.sc.edu/careers.aspx for information regarding this and other positions.

The professorship resides within the Sonoco International Business Department of the Darla Moore School of Business. The current faculty in the department are: Nancy Buchan (Wharton), Randy Folks (Harvard), Omrane Guedhami (Laval), Tatiana Kostova (Minn.), Chuck Kwok (UT), Gerald McDermott (MIT), Lite Nartey (Wharton), Robert Rolfe (OU), Kendall Roth (USC), Martin Roth (Pitt), Andrew Spicer (Wharton). The department is recognized for its contributions in innovative international business programs at USC, including an undergraduate international business major, joint undergraduate international business program with the Chinese University of Hong Kong, international master in business administration, master of international business, a global executive program in Guadalajara, Mexico, and an international business major at the doctoral level. The undergraduate international business program has been ranked No. 1 for the fourteenth consecutive year. For the past 20 years the graduate program in international business has been ranked in the top 3 nationally.

The University of South Carolina does not discriminate in educational or employment opportunities or decisions for qualified persons on the basis of race, color, religion, sex, national origin, age, disability, sexual orientation or veteran status. Women and minorities are encouraged to apply.

Mott Community College, serving Mid-Michigan, is seeking applications for a Business Management & International Business, Full-Time Instructor position to begin teaching in the Fall of 2016. Faculty member will be responsible for teaching all classes offered in Business Management and International Business.

  1. Master's degree in Business Management or Business Administration with a minimum of 18 graduate hours specific to Management. Additionally, a Bachelor's degree in International Business or a minimum of 9 graduate hours in International Business.
  2. A minimum of two (2) years of practical experience working in a management position.

Located in southeast Michigan, the serene main campus is on the former grounds of the Charles Stewart Mott Estate and within the beautiful and thriving College/Cultural district. In addition to Cultural District offerings, the central location in a major transportation network make Ann Arbor, Detroit, Chicago and Toronto easily accessible. Those who enjoy boating and the outdoors have the great lakes, inlands lakes, rivers and streams and state and national forests either at their doorstep or within a short drive. A wide variety of affordable housing is available in both new and established neighborhoods and communities.

Mott Community College is an equal opportunity institution and does not discriminate on the basis of gender, race, color, national origin, religion, height, weight, age, marital status, disability, sexual orientation, protected veteran status and/or any other legally protected class not heretofore mentioned, in any of its educational programs and activities, including admissions and employment. The above measures, in conjunction with other related state and federal laws and the College's policies and procedures, will assure all individuals opportunity for consideration or redress of complaints of discrimination. Affirmative Action, Equal Employment Opportunity, and Americans with Disabilities Act information may be obtained from the Office of Human Resources. In accordance with the Americans with Disabilities Act, if applicants have accommodation needs they may call (810) 762-5396. Selected candidates must submit to a drug test and criminal background check.

Apply Here: www.mott.jobs

Multimedia Educational Resource for Learning and Online Teaching (MERLOT) supplies links to learning materials in a variety of subjects including international business, globalization, marketing, trade, and finance. These include online modules and tutorials about different subjects. 

INDERSCIENCE PUBLISHERS
International Journal of Management Practice
SPECIAL ISSUE

Title:

Special Issue on: “Multinational firms and FDI in the 21st century: New theories, new participants and changing hegemony”

Guest Editors:

Dr Mark Cook

Description:

Recent years have witnessed increased globalisation of the world economy, aided by technological change, liberalisation and privatisation pursued by many governments, the development of bilateral and multinational trade agreements, the globalisation of tastes and the opening up of markets.  Multinational Enterprises have become increasingly dominant in the global economy, accounting for over 80% of world trade and an equal proportion of private R&D.  Consequently Foreign Direct Investment (FDI) has grown dramatically reached a peak in 2007 before the global financial crisis.  The growth in FDI both through inward and outward FDI has increased much faster than Gross domestic Product (GDP) and Gross Fixed Capital Formation (GFCF).

FDI has stocks and flows have predominantly occurred within the global triad (North America, Europe, Asia) though in more recent years we have seen the emergence of emerging market or transitional economy FDI.  However, FDI in Africa is still at a relatively low level.

Traditional theories of FDI have tried to explain FDI, through the OLI paradigm, capital arbitrage theory, international trade theory, the product life cycle model, the Hymerian view, and the search for markets, resources, efficiency and agglomeration economies.  More recently we have seen the use of Institutional Theory to explain both developing and developed country FDI flows.

FDI can bring both benefits and costs to societies and there have been increased calls for the regulation of this activity.  At the same time governments have considered FDI as an important stimulus for regional growth, improved productivity performances, a provider of much needed employment and export potential and to enhance competitiveness and they have not been inactive in pursuing policies to attract FDI, through state aid, tax breaks and reductions in corporation tax.  As well as attempting to alter their national and regional landscapes to attract FDI some governments have undertaken policies to stimulate their own domestic industries to go overseas (The Chinese Go Global Policy).  But to what extent should government be involved in the race to the bottom (through tax changes), or the race to the top (looking to obtain high value-added FDI and technological/HQ FDI)?  To what extent has the hegemony of the developed world in the sphere of FDI flows been threatened by the financial crisis and the growth of new FDI from emerging markets and the BRIC countries? To what extent is this new FDI embedded in national economies and provide similar or different spillover effects?   To what extent does firm heterogeneity impact upon the outcomes of FDI? What are the drivers of emerging market FDI and are these different for private organisations and Sovereign Wealth Funds?

This special issue offers a unique opportunity to explore the rapidly changing participants, drivers and impact of FDI in our global economy in a period of change in international trade and hegemony.

Subject coverage:

Topics include, but are not limited to, the following:

  • Theories on the growth of emerging market FDI
  • The regulations and control of FDI
  • New theories of FDI behaviour
  • The regional impact of FDI
  • The drivers of FDI activity
  • The impact of different source countries on inbound FDI
  • Case studies on particular emerging market or developing country FDI organisation
  • The spillover effects of FDI
  • Sectoral studies of FDI in a globalised economy
  • Government support for the globalisation of firms
  • FDI and national competitiveness and export potential
  • Regional or country studies of FDI successes and failures
  • Critical perspectives on traditional theories of FDI
  • FDI and the race to the bottom and race to the top
  • Regional integration and trade agreements and FDI patterns
  • Sovereign Wealth Funds and their impact on FDI
  • Cluster theory and FDI patterns
  • MNEs and governance

Notes for Intending Authors:

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

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

Deadlines for submission:

1-2 Page Abstract: by 1st September 2013

Confirmation of interest: 30st September 2013

Submission of Manuscripts: 31st December 2013

Notification to Authors: 9 February 2014

Final Versions Due: 30 April 2014

Editors and Notes:

You may send one copy in the form of an MS Word file attached to an e-mail (details in Author Guidelines) to the following:

Mark.cook@wlv.ac.uk

Guest Editor(s) contact details, including email(s):

Dr. Mark Cook, Reader in International Business, The Business School, University of Wolverhampton, MN Building, Nursery Street, City Campus North, Wolverhampton, WV1 1AD. Email: Mark.cook@wlv.ac.uk

Section # 1

Dear Global Business Scholars: Hi

Ref: Invitation to Develop a Global Case on an Emerging Country’s Global Company

  • I am pleased to invite members of AIB’s Global Family to  develop a Case for publication in a Monographic Case Book to be published by Routledge (Taylor and Francis).
  • Your Case must be 20 single space pages (not more and not less) on any company of your choice headquartered in an emerging country, that is attempting to build its global brand on the global stage.
  • This AGBA’s Monographic Case Book is designed to support the world-class scholarship of scholars focusing on emerging countries.  
  • Only two co-authors (at a max) are allowed for each Case.
  • Only One Case is allowed per author.
  • Only One Case is allowed per Country.
  • Monograph would have 30 cases encompassing 30 emerging countries.
  • A Case published by Harvard Business School on a similar theme would be shared with prospective authors for  benchmarking purposes. It would spell out (as a sample) (i) global issues, (ii) writing style and (iii) format; how to develop your own case.
  • Your Case must focus on your chosen company’s Global Branding Model, strategy, focus, vision, mission, objectives, growth trajectory, success story, and the lessons learned during the course of its global brand building exercise.  
  • You are also requested to develop a 5 to 10 Page Teaching Note about your Case. This teaching note would not be published in the proposed Monographic Case Book.
  • However, AGBA’s Global Secretariat located at the Millikin University (USA) would keep it on file to share it with those global professors who would like to use your case in their BBA/MBA courses across the world.
  • It is a Teaching Case.
  • Objective of Your Case is to teach Decision-Making Skills in the field of Global Branding to MBA students across the world.
  • Indexing:

I am negotiating with the publisher for the indexing of both book and individual cases within Scopus for global recognition and prestige.  Consequently, your case would count like a journal publication after indexing in Scopus.  

  • AGBA needs following 4 documents from you by the deadline given in the next section.
    • Your Case in the MS Word Format ONLY;
    • Your Teaching Note in MS Word format only;
    • English Editing Certificate; and
    • Similarity Report showing less than 10%  similarity index. 

Section # 2 

Time-Line for the Development of Case Book 

  • June 1, 2022 ---  October 30, 2022 ---- Develop Your Case and submit it to me within this time-frame.
  • November 1, 2022 ---- November 30, 2022 --- Anonymous Global Reviewers will Review Your Case.
  • December 1, 2022 ---- December 31, 2022---- You would be given one month to revise and improve your Case based on  Global Reviews.
  • January 1, 2023 ---- March 30, 2023 ---- Monographic Case Book would be edited by the Editor.
  • May 1, 2023 --- Monographic Case Book would be Published Online as an E-Book by AGBA on its Website.
  • May 20---22, 2023 --- Monographic Case Book would be released by the publisher at AGBA’s 19th global conference to held at the Al-Qasimia University (DUBAI) United Arab Emirates.  
  • You are cordially invited to patronize AGBA’s 2023 Face-to-Face (in person) Conference and be part of the history in the making when Monograph Case Book having your CASE would be released by the publisher.  
  • Important Note:

Kindly note that aforementioned deadlines cannot be extended under any circumstance in order to maintain global publication schedule.

 

Zafar U. Ahmed

Founder, President and CEO

Academy for Global Business Advancement

http://agba.us/

Washington DC

District of Columbia

USA

 

Cellphone #: +(1)-214-205-4234

Email: zafaruahmed@gmail.com

To be Published  by

Routledge (Taylor and Francis)

https://www.routledge.com/

Job Description:

The Business Administration Department at the Nanjing University Business School invites applications to fill two tenure track positions at the rank of Assistant or Associate professor in the following disciplines: Strategic Management, Organization Theory, Entrepreneurship, and International Business. We offer a competitive compensation package, an excellent research environment, and an attractive teaching load for research active faculty.

Nanjing University is one of the most prestigious universities in China and the Business School a leading business school located in Nanjing, a metropolitan city known for a long history of culture and tradition, vibrant economic development, and high quality of living. More information about the school can be found at http://nubs.nju.edu.cn.

Job Requirement:

The basic qualifications include: a Ph.D. degree (or in the final stage of dissertation work), strong interest and capacity in conducting high-quality scholarly research (high quality publications for candidates at the associate professor rank), and evidence of teaching effectiveness.

Tenure track faculty’s primary responsibility is research, which typically includes publishing in peer-reviewed academic journals. Tenure track faculty are also expected to contribute to the teaching and service missions of the University. The research, teaching and service expectations will be described in the appointment letter and will serve as criteria for reappointment and promotion.  

Application Process

Please email your applications to the Department Head, Professor Zhijian XU (xuzhijian@nju.edu.cn) and the recruitment representative, Associate Professor Zhe SONG (zsong1@nju.edu.cn). Please include your curriculum vitae, a statement of research and teaching interests, two letters of recommendation, research samples such as published or working papers, and evidence of teaching effectiveness if available.

Review of candidates will begin as soon as the applications are received. We will conduct interviews at the 2014 AOM Annual Meetings with candidates on the shortlist, some of whom will be invited for a campus visit at our school.

Contacts

Professor Zhijian XU (xuzhijian@nju.edu.cn)

Associate Professor Zhe SONG (zsong1@nju.edu.cn)

Nanjing University of Finance and Economics seeks applications for positions at all levels in any field of economics. Preferred fields are Macroeconomics, Microeconomics, Econometrics, Statistics, Financial Economics (including Corporate Finance), and Accounting.

The successful candidates should hold a Ph.D. in Economics, Business Administration, or a related discipline with strong research interests in economics from a leading research university. Salary is competitive. Research fund and housing allowance are provided.

To apply, please send a cover letter, a curriculum vitae, a sample of written work, and three letters of reference to:

Chen Jie,
Personnel Dept.,
Nanjing University of Finance and Economics,
No.3 Wenyuan Road,
Yadong New District, Nanjing, Jiangsu Province, P. R. China.
(Tel: 86-25-84028625, Fax:86-25-84028625, Email: career@njue.edu.cn)

Nanjing University of Finance and Economics seeks applications for positions at any levels in any field of economics, finance, management, or accounting. Successful candidates should hold a Ph.D. in Economics, Business Administration, or a related discipline before they join in the University. Candidates with strong research background and teaching experience from a leading research university will be considered. Salary is competitive. Research fund and housing allowance are provided. We will conduct interviews at the coming 2013 AEA annual meeting in Chicago (please find as at Hyatt Regency Chicago and Palmer House Hilton). To apply, please send a cover letter, a curriculum vitae, a sample of written work, and three letters of reference to hualianglu@njue.edu.cn by December 31, 2012. For details about the positions please contact: Ms. Chen Jie Personnel Department, Nanjing University of Finance and Economics, No. 3 Wenyuan Road, Nanjing, Jiangsu Province, P.R. China. 210046. Tel/Fax: +86-25-84028625. For information about interviews and recruiting progress please contact Dr. Lu at hualianglu@njue.edu.cn

Guest Editors:

  • Ying Chen, Fujian Normal University/Nanjing University of Science and Technology (China)
  • Gao Wu, Nanjing University of Science and Technology (China)
  • Mette Søgaard Nielsen, Martin Senderovitz, & Simon Fietze, University of Southern Denmark

Special Issue

The importance of entrepreneurship as a driver of employment, innovation and national competitiveness has been widely acknowledged, as indicated with the European Commission’s recent Entrepreneurship 2020 Action Plan. Research into early stages of the start-up process – also termed nascent entrepreneurship (Davidsson, 2006) – reveals that combinations of factors on the individual (Unger et al. 2011; e.g. risk willingness, self-efficacy), team (Ruef & Aldrich, 2003; e. g. team size, team diversity), venture (Senderovitz et al., 2016; e. g. strategy, industry), environmental levels (Klyver et al., 2013; e. g. social networks, legislation, culture) affect idea generation, entrepreneurial intentions, start-up behaviour, and finally whether newly founded businesses survive, grow and generate profit. 

It is increasingly recognized that in order to understand nascent entrepreneurship, it is insufficient to study factors individually; rather, nascent entrepreneurship is a multi-level phenomenon that requires investigations into how factors – in combination and across levels – function to influence the start-up process. For instance, the value of the resources in form of trust obtained from social networks might depend on the level of self-efficacy of the individual (Carolis et al., 2009) or on how collectivistic a nation’s culture is (Rooks et al., 2016).

China has become an increasingly important economic entity and the Chinese government has put much attention to entrepreneurial activities. They have recognized entrepreneurship as one of the key drivers of sustainable economic development. The government puts a lot of efforts to encourage and facilitate entrepreneurial activity (He, 2018). China, therefore, provides an important and interesting context to explore entrepreneurial activities from different perspectives and levels. Alongside the emergence and growth of entrepreneurial activities in the huge transitional economy, there is a need and great opportunities for further entrepreneurship research. 

Therefore, this call for papers invites both empirical studies and theoretical papers that helps understanding how various factors, in combination and across levels, impact entrepreneurship in China, including idea generation, entrepreneurial intentions, start-up behaviour, and start-up performance.

References

  • Davidsson, P. (2006). Nascent Entrepreneurship: Empirical Studies and Developments. Foundations and Trends in Entrepreneurship, 2(1), 1-76. 
  • De Carolis, D. M., Litzky, B. E., & Eddleston, K. A. (2009). Why networks enhance the progress of new venture creation: The influence of social capital and cognition. Entrepreneurship Theory and Practice, 33(2), 527-545.
  • He, C., Lu, J. & Qian, H. (2018). Entrepreneurship in China. Small Business Econmics. doi:10.1007/s11187-017-9972-5
  • Klyver, K., Nielsen, S. L., & Evald, M. R. (2013). Women's self-employment: An act of institutional (dis) integration? A multilevel, cross-country study. Journal of Business Venturing, 28(4), 474-488.
  • Ruef, M., Aldrich, H. E., & Carter, N. M. (2003). The structure of founding teams: Homophily, strong ties, and isolation among US entrepreneurs. American Sociological Review, 195-222.
  • Rooks, G., Klyver, K., & Sserwanga, A. (2016). The context of social capital: A comparison of rural and urban entrepreneurs in Uganda. Entrepreneurship Theory and Practice, 40(1), 111-130.
  • Senderovitz, M., Klyver, K., & Steffens, P. (2016). Four years on: Are the gazelles still running? A longitudinal study of firm performance after a period of rapid growth. International Small Business Journal, 34(4), 391-411.
  • Unger, J. M., Rauch, A., Frese, M., & Rosenbusch, N. (2011). Human capital and entrepreneurial success: A meta-analytical review. Journal of Business Venturing, 26(3), 341-358.

Deadline

Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by May 31, 2019. All contributions will be subject to double-blind review. Papers invited to a “revise and resubmit” are due January 31, 2020. The publication is scheduled for issue 3/2020. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using “SI Nascent Entrepreneurship” as article section.

Submission Guidelines

Manuscript length should not exceed 8,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each side of the page. Further, please follow the guidelines on the journal's website and submit the papers electronically by sending a “blind” copy of your manuscript (delete all author identification from this primary document).

Hoping to hear from you!

The National Association for Community College Entrepreneurship (NACCE) is a non-profit organization that supports entrepreneurial education in community colleges in efforts to improve economic vitality. In addition to publishing a free online journal on community college issues, the organization also hosts conferences, seminars, and webinars on a variety of topics dealing with entrepreneurship and education.

The Department of Business Administration at National Central University (Taiwan) has three tenure-track openings as on Aug. 1, 2015, and is actively soliciting applicants with doctorate degrees in the areas of Financial Management, Marketing Management and Technology Management.

The application form can be downloaded from http://www.most.gov.tw/newwp.aspx?act=Detail&id=1031119004&ctunit=199&CtNode=278&mp=7

Please be noted that all documents will not be returned. Please submit your application before Feb. 13, 2015 (postmarked no later than Feb. 13, 2015) to:

Miss Yu-Fang Wang

Department of Business Administration, National Central University

No. 300, Jhongda Rd., Jhongli City, Taoyuan County 32001, Taiwan (R.O.C.)

Email: ncu6110@ncu.edu.tw

Tel: +886-3-4227151#66110, Fax: +886-3-4222891

Position: NIDA Business School at the National Institute of Development Administration (NIDA) is seeking to recruit excellent, research-led educators for the following appointments at the rank of lecturer, assistant professor (tenure-track), associate professor (tenure-track), or full-professor (tenure-track):

International Business       1 position

Strategy                              1 position

Marketing                           1 position

Accounting                        1 position

NIDA Business School is seeking applicants who have outstanding research and excellent teaching in their related fields.  Applicants must have a Ph.D. from an accredited institution.  Appointment with tenure at the School requires formal review. The language of instruction at NIDA Business School is English.

About NIDA Business School: NIDA Business School was established in 1966 and is the first school in Thailand to offer an MBA program. It has since continuously dedicated its resources and expertise to providing only graduate level business education (MBA and PhD).  It was accredited by AACSB in 2012, and currently has 26 full-time faculty with PhDs from research-intensive universities, including Massachusetts Institute of Technology, University of Michigan, University of Pennsylvania, Indiana University, Pennsylvania State University, University of Cambridge, New York University, HEC Paris, University of North Carolina at Chapel Hill, Syracuse University, University of Texas at Austin, Oklahoma State University, and Georgia State University. (Please visit www.nidabusinessschool.com for more information.)

Applications: Applicants should provide a cover letter that includes statements reflecting the applicant’s expectations and professional goals, and a Curriculum Vitae that includes: (1) educational achievement, (2) research/publication record, (3) indicators of teaching activity/effectiveness or potential, (4) work and other experience, (5) other data the applicant deems relevant to her/his candidacy for the available position, and (6) a list of three references with addresses (including e-mail addresses) and telephone numbers. All applications and questions should be submitted to Ms. Wannee Kanjanawong (wannee.k@nida.ac.th).

Important dates: While the position will remain open until filled, committee members will begin receiving and reviewing applications starting July 1, 2018. The Academy of Management Conference which takes place August 10-14, 2018 will also be used as a venue for preliminary interviews.

Please email your documents to:

 

Faculty Search Committee

Attn:  Ms. Wannee Kanjanawong

wannee.k@nida.ac.th

NIDA Business School

National Institute of Development Administration (NIDA)

Bangkok 10240, Thailand

The Faculty of Management of the National Research University Higher School of Economics in Moscow, Russia invites applications for full-time, tenure-track positions of Assistant Professor in International Business, Business Policy and Strategy, Human Resource Management, Project Management, Organizational Behavior, International Management, Marketing, or Managerial Economics. Equivalent vacancies in other HSE departments such as economics and post-doctoral fellowships will be advertised at a later stage.  Applications for Associate and Full Professorships will also be considered. Knowledge of Russian is not required as teaching is done in English.

The HSE is a young, dynamic, fast-growing Russian research university, currently in the top three in Russia in the area of management. The successful candidate is expected to conduct high-quality research publishable in reputable peer-reviewed journals with research support provided by the university’s Centre for Advanced Studies – a collaborative endeavor with Moscow’s New Economic School. The appointments will be made for three years in the first instance, starting in September 2014, with reviews of teaching and research during the third year.

The salary is competitive, indexed to inflation annually, and subject to a 13% flat income tax. In addition to travel support and other benefits, research grants are also available. The teaching load of newly hired faculty is minimal and service is not required; heavy emphasis is placed on high quality research.

Candidates must hold a Ph.D. in management, business, economics or a related field, or be within a year of completion at the time of application.  Please provide a CV, at least 2 letters of reference forwarded directly, a statement of research interest and job market paper. All materials should be addressed to Martin Gilman, Director, Centre for Advanced Studies at cas@hse.ru. More information about the university and the Centre is available at the www.hse.ru/eng, http://management.hse.ru/en/, and www.cas.hse.ru

Preliminary interviews will be held at the Academy of International Business Annual Meeting. To be considered for one of these interview slots, please submit your application by July 1, 2013. Valentina Kuskova (vkuskova@hse.ru) will be attending the AIB conference in Instanbul, Turkey, and conducting interviews on-site. You are welcome to ask questions about the university, position, and requirements by contacting Dr. Kuskova directly.

Assistant / Associate / Full Professor in Management (multiple majors)

Faculty of Management

National Research University Higher School of Economics

Moscow, Russia

The Faculty of Management of the National Research University Higher School of Economics in Moscow, Russia invites applications for full-time, tenure-track positions of Assistant Professor in International Business, Business Policy and Strategy, Human Resource Management, Project Management, Organizational Behavior, International Management, Marketing, or Managerial Economics. Equivalent vacancies in other HSE departments such as economics and post-doctoral fellowships will be advertised at a later stage.  Applications for Associate and Full Professorships will also be considered, and are, in fact, encouraged. Knowledge of Russian is not required as teaching is done in English.

About HSE

The HSE is a young, dynamic, fast-growing Russian research university, currently in the top three in Russia in the area of management. Over the past twenty years, the HSE has become one of Russia's largest universities in the fields of economics, social sciences and humanities, and has earned the reputation of a national leader in higher education. One of its unique features has been its direct involvement in socioeconomic reforms in Russia, which has allowed HSE to develop as a “project and research university” where education, fundamental and applied research, and "think tank" activities are combined for the comprehensive development of society. Committed to high-quality research, HSE now has over twenty international research laboratories, led by eminent professors from all over the world. Another such laboratory was opened in February of 2014 at the Faculty of Management.

Requirements

Candidates must hold a Ph.D. in management, business, economics or a related field, or be within a year of completion at the time of application.  The successful candidate is expected to conduct high-quality research publishable in reputable peer-reviewed journals with research support provided by the university’s Centre for Advanced Studies – a collaborative endeavor with Moscow’s New Economic School. The appointments will be made for three years in the first instance, starting in September 2015, with reviews of teaching and research during the third year.

Benefits

The salary is competitive, indexed to inflation annually, and subject to a 13% flat income tax. The university offers health insurance (free of charge), language assistance, and other social benefits; travel support and other research assistance are generous. The teaching load of newly hired faculty is minimal and service is not required; heavy emphasis is placed on high quality research.

Application and Interviews

Please provide a CV, at least 2 letters of reference forwarded directly, a statement of research interest and job market paper. All materials should be addressed to Martin Gilman, Director, Centre for Advanced Studies at cas@hse.ru. More information about the university and the Centre is available at the www.hse.ru/en, http://management.hse.ru/en/, and www.cas.hse.ru. Preliminary interviews will be held at the Academy of International Business Annual Meeting. Valentina Kuskova (vkuskova@hse.ru) will be attending the AIB conference in Vancouver, Canada, and conducting interviews on-site. You are welcome to ask questions about the university, position, and requirements by contacting Dr. Kuskova directly.

The Faculty of Management of the National Research University Higher School of Economics in Moscow, Russia invites applications for a full-time, tenure-track position of an Assistant Professor in International Business, Business Policy and Strategy, Human Resource Management, Project Management, Organizational Behavior, International Management, Marketing, and Managerial Economics. Applications for Associate and Full Professorships will also be considered. Knowledge of Russian is not required as teaching is done in English.

The HSE is a young, dynamic, fast-growing Russian research university, currently in the top three in Russia in the area of management.

The successful candidate is expected to conduct high-quality research publishable in reputable peer-reviewed journals with research support provided by the university’s Centre for Advanced Studies – a collaborative endeavor with Moscow’s New Economic School. The appointments will be made for three years in the first instance, starting in September 2015, with reviews of teaching and research during the third year. The salary is competitive, indexed to inflation annually, and subject to a 13% flat income tax. In addition to travel support and other benefits, significant research grants are available on a competitive basis. The teaching load of newly hired faculty is minimal and service is not required; heavy emphasis is placed on high quality research. Candidates must hold a Ph.D. in management, business, economics or a related field, or be within a year of completion at the time of application.

Please provide a CV, at least 2 letters of reference forwarded directly, a statement of research interest and job market paper. All materials should be addressed to Martin Gilman, Director, Centre for Advanced Studies at cas@hse.ru. More information about the university and the Centre is available at the www.hse.ru/eng and www.cas.hse.ru. Preliminary interviews will be held at the Academy of International Business Annual Meeting. To be considered for one of these interview slots, please submit your application by June 15, 2014. Valentina Kuskova (vkuskova@hse.ru) will be attending the AIB conference in Vancouver, Canada, and conducting interviews on-site. You are welcome to ask questions about the university, position, and requirements by contacting Dr. Kuskova directly.

Wanted Full-time Faculty Position

International Business Bachelor Program at College of Management, National Sun Yat-sen University, Taiwan

Type of Position: Full-time assistant/ associate/ full professor

Number of Positions: 1

Qualification: doctoral degree in related fields with outstanding research performance

Field of Specialty: All management-related fields (including Organizational Behavior, Organizational Theory and Management, Human Resource Management, Industrial/Organizational Psychology, Strategic Management etc.)

Documents required:

  1. Fill in the Google form required for the application: https://forms.gle/CDbpV5Qui3XRtV7j6
  2. A curriculum vitae
  3. Copy (Certified) of degree diplomas (e.g. diploma of bachelor or above) and proof of work experience (e.g. Faculty certificate)
  4. Academic Award Certificate (e.g. Award Certificate of National Science and Technology Council)
  5. A list and offprints of academic publications within five years (Please state Impact Factor if your journal articles are included by SCI and SSCI)
  6. Sample syllabus of courses that you have taught and propose to teach

Please email the application materials to intlmanager@cm.nsysu.edu.tw

For further information, please contact Ms. Cindy Lin.
Tel: 886-7-5252000 ext. 4507

The J.E. Cairnes School of Business & Economics is to the forefront of developments in the fourth level of business education in Ireland. Within the School, the Marketing Discipline offers specialisms in a range of programmes, including B. Comm. Degree, MSc. Marketing, Executive MBA, Higher Diploma in Business Studies, and Postgraduate Diploma in Marketing Practice programmes.

The Discipline is seeking applicants who have an outstanding international reputation in Marketing, strong academic leadership, excellent teaching experience at undergraduate and postgraduate levels, a consistent record of academic research culminating in publications in prestigious peer reviewed journals, and evidence of generating external income. Successful candidates will be expected to add substantially to the research profile of the Discipline, School and College through their own activities as well as their ability to foster the development of research amongst colleagues and doctoral students. Required qualifications are a PhD in Marketing or cognate area.

For informal enquiries and further information, please contact Prof. Willie Golden, Dean of the College of Business, Public Policy & Law. Email: willie.golden@nuigalway.ie Telephone: 091 493139. 

Closing date for receipt of applications is 5.00 p.m. on Friday, 22nd October 2010.
It will not be possible to consider applications received after the closing date.

Candidates should submit one hard copy of their application (i.e. C.V., summary of curriculum vitae form, covering letter) to Human Resources Office, NUI Galway , University Road, Galway. Contact no. for the Human Resources Office: +353 (0)91 492151.

Please note that applications by email or fax will be rejected.

Please note that appointment to posts advertised will be dependent upon University approval, together with the terms of the employment control framework for the higher education sector.

National University of Ireland, Galway is an equal opportunities employer.

 

The National University of Singapore (NUS) is a leading research-focused institution. The University follows the North American system of curriculum and academic personnel. It has an enrolment of 23,500 undergraduate and more than 9,000 graduate students from over 80 countries. University departments enjoy a close association with 14 national-level, 16 university-level and 80 faculty-based research institutes and centres. The language of instruction is English.
 
The NUS Business School consistently ranks among the top business schools in Asia. The Department of Strategy and Business Policy (http://bschool.nus.edu.sg/BusinessPolicy/) numbers over 30 faculty members representing 13 nationalities. Strategy and Policy faculty comprise scholars whose research interests extend to areas such as business groups, innovation strategy, intellectual property, entrepreneurship, networks, game theory, corporate governance and institutions. Our faculty have published in the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Management Science, Organization Science, Research Policy, American Economic Review, Econometrica, Journal of Political Economy, Quarterly Journal of Economics, and other major international journals.

The Department invites applications from Entrepreneurship / Technology & Innovation Management/Strategy scholars for tenure-track and tenured positions (all ranks). Candidates should hold a Ph.D. or be near completion. Selection for full / associate ranks will be based on an established publication record and proven teaching experience. Selection for the assistant rank will be based on potential for publications in leading journals and for effective teaching. We are interested in scholars with a research focus in entrepreneurship, innovation and technology management and strategy.

We offer a conducive research environment with generous funding support, as well as competitive remuneration and other benefits.

Please send your application package electronically (preferably in pdf format), including a cover letter, current CV, three letters of recommendation and recent publications or working papers, no later than 1 Nov 2011 to:

Chair, Search Committee
Department of Strategy & Policy
NUS Business School
National University of Singapore
Mochtar Riady Building, #6-48
15 Kent Ridge Drive
Singapore 119245
Email: bprecruit@nus.edu.sg
 

The National University of Singapore (NUS) Business School invites applications for an open-rank position in the area of Organization Theory.  We are seeking an individual with an established record or with strong potential to conduct excellent scholarly research within the broadly defined organization theory area.

NUS is a major comprehensive research university with 27,000 undergraduate students and 11,000 graduate students. As a highly ranked and internationally recognized research-intensive institution, the school has extensive academic and industry links to Asian countries such as China, India and the rest of the world.

The Strategy & Policy department is a group of dynamic scholars conducting research and teaching in the areas of strategy and organization, entrepreneurship and innovation, and public policy management. Recent works from our colleagues have been published in leading management journals as Academy of Management Journal, Administrative Science Quarterly, Management Science, Organization Science, and Strategic Management Journal.

NUS provides a supportive environment including highly competitive salaries/benefits, on-campus housing, generous research grants, and reasonable teaching loads. For more information about the school and the department, please visit http://bschool.nus.edu/.

For scholars with an interest in Asia, NUS and Singapore have much to offer. More information about Singapore is available at http://www.contactsingapore.sg/. Completed applications received by November 15, 2015 will receive full consideration. Please submit application materials (cover letter, CV, research and teaching statements, key publications, and names of three references) to bprecruit@nus.edu.sg.

Special issue information:

Overview and purpose of the special issue

The global economic order established following World War II has encountered major disruptions and undergone substantial structural reconfiguration (Petricevic and Teece, 2019). Against this backdrop, the global landscape dynamics have been extensively fractured with the effects of several recent circumstances leading to fundamental shifts in the traditional internationalization trajectories such as: (a) global pandemic, resulting in more nationalistic and protectionist policies and institutional adjustments to preserve employment and the financial interests of home markets (Cuervo-Cazurra et al., 2020; Delios, Perchthold, and Capri, 2021); (b) heightened geopolitical tensions, driving organizations to fuel decoupling efforts between specific regions, notably exemplified by the strained relations between China and the United States (Contractor, 2022; Witt et al., 2023), and (c) the retreat of globalization, giving rise to a more regionally fragmented world economy stemming from the escalation of uncertainty, and increased expenses in international transactions (Ciravegna and Michailova, 2023); and, (d) global degrowth, to stabilize the global economy by recalibrating growth opportunities from high-income countries toward low- and middle-income countries where growth opportunities remain (Hickel et al., 2022).

That said, these developments are profoundly influencing the fabric of the business landscape. With the trajectory of the world economy’s globalization becoming increasingly uncertain, business to business (B2B) enterprises operating beyond their national boundaries are under pressure to recognize and accommodate these disruptions by reconsidering their ‘global’ value chains (GVCs) and reassessing their traditional internationalization pathways (Petricevic and Teece, 2019). In this regard, this call for papers invites scholars to integrate geopolitical frictions with business views, intending to guide B2B firms navigating in these highly uncertain and disruptive business landscape considering new realities and trajectories of internationalization. Albeit the fact that previous research considering these disruptions and uncertainties extensively as a threat (e.g., Luo and Van Assche, 2023; Vertinsky et al., 2023), it should not be undervalued how resilient and adaptive organizations can be (Contractor, 2022; Zamborsky et al., 2023). Therefore, it remains unclear how B2B firms should adapt and how globalization might carry on under these conditions of neointernationalization.

These disruptions and uncertainties in the geopolitical sphere could also result in viable alternatives for B2B firms by considering new areas of opportunities, encompassing offshoring, reshoring, nearshoring, friendshoring, and safe-shoring. In the last two decades, the globalization’s influence on the global competitive landscape largely produced a pronounced trend towards outsourcing and overseas production, especially in the realms of manufacturing and sourcing (Gereffi, Lim, and Lee, 2018). In line with this, a multitude of organizations have been actively engaged in offshoring practices which involve the relocation of various value chain activities to foreign locations over the past few decades, as they have heavily attempted to benefit from the availability of cheaper raw materials, lower labour costs, and less stringent regulatory environments (Merino, Di Stefano and Fratocchi, 2021; Mukherjee, Kumar, Pandey, and Lahiri, 2023). Nevertheless, global value chain disruptions and radical shifts in the attractiveness of the specific locations have pushed companies reconsider their offshored manufacturing locations, which results in decisions relating to reversing their prior manufacturing offshoring decisions and bringing their activities back home (Barbieri et al., 2022; Ellram, Tate, and Petersen, 2013).

In the contemporary globalized context, the singular emphasis on cost as a primary determinant in decision-making processes related to internationalization has been supplanted (Mukherjee et al., 2019). This shift is attributed to the growing recognition among organizations of the multifaceted nature of their reputations, encompassing ethical and sustainability considerations, as well as other strategic imperatives (Ellram, 2013; Kafouros et al., 2022). Furthermore, firm-specific factors, such as strategic priorities and customer responsiveness, exert a significant influence on this decision-making process (McIvor and Bals, 2021). Consequently, the concept of nearshoring, referring to the relocation of the value chain activities to a nearby location to the home market, has gained attraction by addressing sustainability and ethical concerns associated with offshore production (Ellram et al., 2013; Gray et al., 2013).

The burgeoning concept of friendshoring presents a novel perspective on the globalization paradigm, suggesting a nuanced equilibrium between globalization and de-globalization, as some multinational enterprises (MNEs) prefer to maintain neutrality by not aligning with any particular side amidst geopolitical tensions and instead, are relocating to regions perceived as ‘friendly’ or ‘neutral’, such as Southeast Asia, South Asia, Africa, Latin America, the Middle East, and Eastern Europe (Bilgili et al., 2023; Zamborsky et al., 2023).

Despite the fact that friendshoring and decoupling have a more expansive global presence, yet they are commonly feasible merely in the regions characterized by minimal perceived risk, potentially compromising agility. At that point, another nascent topic of safe-shoring, may conversely addresses this inherent trade-off by emphasizing the importance of agility and resilience through maintaining a flexible approach and leveraging the advantages of low factor costs in areas characterized by economic volatility as they are able to quickly move globally in reaction to risk events (Kutschera et al., 2023).

Sample topics

We are calling for scholarly contributions that can illuminate the challenges and opportunities inherent in the evolving landscape of globalization, thereby enhancing our comprehensive understanding of the future trajectory of the internationalization arena, which may encompass novel practices such as offshoring, reshoring, nearshoring, friendshoring, and safe-shoring.

This special issue invites submissions of both conceptual and empirical manuscripts, employing diverse methodologies such as quantitative, qualitative, case studies, or triangulation of methods. We encourage multidisciplinary approaches. All manuscripts should be directly relevant to the recognition and accommodation of the disruptions to traditional internationalization trajectories that we are characterizing as neointernationalization.

Potential research questions for submission to this special issue include, but are not limited to, the following:

  • Does traditional internationalization theory, such as the OLI framework and the Uppsala model, adequately address the neointernationalization of B2B firms?
  • What new paradigms should be developed to recognize and accommodate the disruptions to traditional internationalization trajectories in industrial markets?
  • What are the determinants that influence the international relocation decisions of business-to-business firms (B2B)?
  • What are the key factors that determine the success or failure of industrial firms in adapting to the changing landscape of globalization and internationalization?
  • How can B2B firms originating from emerging economies compete with geopolitical frictions in their internationalization operations?
  • Which countries or regions are anticipated to come to the forefront of new internationalization trajectories, particularly for nearshoring or friendshoring practices of industrial firms?
  • How may top management team characteristics of industrial firms affect decisions related to new internationalization trajectories from the upper echelons’ perspective?
  • To what extent do the disparities in institutional environments between the home and host countries influence relocation decisions of B2B firms?
  • How will different industries (i.e., primary, secondary, tertiary industries etc.) be affected by the emerging trends resulting from the disruptions of traditional internationalization trajectories?
  • How might the evolving digital landscape influence the strategic decisions of industrial firms regarding the offshoring and reshoring of their operations?
  • How do B2B firms leverage technology and digitalization to mitigate the impact of geopolitical frictions on their operations?
  • What resources or capabilities do industrial firms require to effectively address the disruptions of traditional internationalization pathways?
  • What are the key factors that determine the resilience and adaptability of B2B firms in the face of geopolitical frictions, particularly for safe-shoring?
  • What are the trade-off mechanisms that exist between globalization, deglobalization, and sustainability practices in industrial markets?
  • How do industrial firms assess and manage the risks associated with geopolitical frictions, and how do these risks impact their decision-making processes?
  • What roles do network ties play in shaping decisions of B2B firms related to nearshoring or friendshoring?

Guest editors

Important dates

  • Submission opens: March 1, 2025
  • Deadline for submission: May 1, 2025

Academia Revista Latinoamericana de Administración (ARLA) announces the forthcoming publication of a special issue, “New Frontiers in Latin American Entrepreneurship and SME Internationalization: Research and Practice” in association with the Global Entrepreneurship Development Centre (GEDC) at Kingston University London, UK. The GEDC is a global community on entrepreneurship research. It is the mission of the GEDC to raise levels of knowledge, theory and practice on entrepreneurship worldwide through the promotion of research.

Guest edited by Christian Felzensztein, Professor of International Entrepreneurship & Director of the Global Entrepreneurship Development Centre (GEDC) at Kingston University London, and Sascha Fuerst, Associate Professor of International Business at Universidad EAFIT Colombia.

About the GEDC Conference

Members of the GEDC are involved in joint entrepreneurship research programs, joint PhD workshops and conferences, faculty exchanges and cooperation. The theme for this first conference is New Frontiers in International Entrepreneurship: Research and Practice to be held at Kingston Business School, London, UK on 5-7 October 2016.

The intensive, two-day conference will serve as a platform for the GEDC members to network and discuss the further development of new theories and methodologies for a better understanding of internationalizing entrepreneurial firms facing new internationalization challenges. Only unpublished papers are invited for presentation in the competitive sessions.

More information at: http://business.kingston.ac.uk/research/research-centres/GEDC

Topic of interest

We know that both international networks and entrepreneurial orientation actively support the internationalization of small and medium-sized enterprises (SMEs) in Latin America (Felzensztein et al. 2015; Fuerst & Zettinig 2015). These two topics are important and still much disputed aspects of firm internationalization (Dimitratos et al. 2010, 2014). Understanding them can provide important insights for entrepreneurs that are choosing their internationalization strategies as well as for the institutions that may support them, such as export promotion agencies and trade associations. In some emerging economies, like those in the Latin American context, there is a tendency to provide incentives to openness to new international markets and to foster the SMEs’ internationalization (Felzensztein et al. 2014; Furst 2010). However, the region shows very different faces—large internal market economies (e.g., Brazil and Mexico) contrast with small but internationally competitive markets like Chile. According to the Global Entrepreneurship Monitor GEM 2015, the most remarkable cases in Latin America are Chile and Colombia with a large percentages of entrepreneurs (more than 80%) but only a limited degree of international orientation. These examples show that most of the entrepreneurs in the region do not show a strong orientation to sell their products or services to customers in other countries, or even in other geographical regions outside South America (Amoros et al. 2015; Felzensztein et al. 2015). From this perspective, it is interesting to explore, analyze, and learn about new results from research related to entrepreneurship and SME internationalization in Latin America.

Representative questions

We encourage contributions that provide new insights into entrepreneurship and SME internationalization in the context of Latin America. We welcome conceptual and empirical research and review articles able to expand our current understanding about the phenomenon. Different methodological approaches are welcome. These can be related to delivering new insights into the antecedents and outcomes of internationalization or the internationalization process per se. We also invite case studies for teaching purpose that have the potential to enrich our understanding about entrepreneurship and SME internationalization in Latin America.

The topics to be covered by this call for papers include, but are not limited to:

  •          The role or impact of the entrepreneur for internationalization.
  •          The role of learning and knowledge for internationalization.
  •          The role or impact of internal resources, networks, and strategies for internationalization.
  •          The role or impact of the institutional environment for internationalization.
  •          Entrepreneurial ecosystems and its role or impact on internationalization.
  •          The role or impact of public policies for internationalization.
  •          Case studies for teaching purposes that contribute insights into the process of entrepreneurial internationalization.

Submission Process & Guidelines

Submissions to ARLA are made using Scholar-One Manuscripts, the online submission and peer review system. Registration and access is available at http://mc.manuscriptcentral.com/arla

Interested authors must indicate the special issue on New Frontiers in Latin American Entrepreneurship and SME Internationalization: Research and Practice.

Full information and guidance on using Scholar-One Manuscripts is available at the Emerald Scholar-One Manuscripts Support Centre: http://msc.emeraldinsight.com

Author guidelines: http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=arla

Submission deadline: December 1st, 2016

References

Amoros, J.E, Ciravegna, L., Etchebarne, M.S, Felzensztein, C., Haar, J. (2015) International entrepreneurship in Latin America: Lessons from theory and practice. In Newburry, W., Gonzalez-Perez, M.A. (Eds), International business in Latin America: Innovation, geography and internationalization, (pp. 57-82). Houndmills, Basingstoke Hampshire: Palgrave Macmillan.

Dimitratos, P., Amoros, J.E., Etchebarne, M.S., Felzensztein, C. (2014) Micro-multinational or not? International entrepreneurship, networking and learning effects. Journal of Business Research, 67(5): 908–915

Dimitratos, P., Plakoyiannaki, E., Pitsoulaki, A., Tüselmann, H.J. (2010) The global smaller firm in international entrepreneurship. International Business Review, 19(6): 589–606

Felzensztein, C., Ciravegna, L., Robson, P., Amorós, J.E. (2015) Networks, entrepreneurial orientation, and internationalization scope: Evidence from Chilean small and medium enterprises. Journal of Small Business Management, 53(S1): 145–160

Felzensztein, C., Stringer, C., Benson-Rea, M., Freeman, S. (2014) International marketing strategies in industrial clusters: Insights from the Southern Hemisphere. Journal of Business Research, 67(5): 837–846

Fuerst, S., Zettinig, P. (2015) Knowledge creation dynamics within the international new venture. European Business Review, 27(2):182-213

Furst, S. (2010) Domestic SMEs in the television global value chain: The case of Caracol in Colombia. In UNCTAD (Ed.), Integrating developing countries’ SMEs into global value chains, (pp. 85-98). New York and Geneva: United Nations.

This conference will be divided into two parts. First, drawing on their editorial experience in JWB, JIBS and IBR, three keynote speakers will provide an in-depth overview of how the field of international business is developing. They will highlight certain opportunities that can serve as fruitful avenues for future research, but they will also discuss what challenges we should overcome to advance current thinking in international business. 

In the second part of the conference, a number of selected participants will have the opportunity to give short presentations on exciting and interesting new ideas that have the potential to create new research trajectories in international business.

The conference is sponsored by the University of international Business and Economics and there is no registration fee. To participate at the conference, please submit a short summary of your research idea (no longer than a page) as well as your name and affiliation to Dr Wei Zheng (zhengwei@uibe.edu.cn). For logistic-related enquiries, please contact Ms Dingding An (andingding@uibe.edu.cn).

Submission deadline: 03 May 2019 but participants are encouraged make their submission as soon as possible.

Ajai S. Gaur, Rutgers Business School, US

Ajai Gaur is an Associate Professor of Strategic Management and International Business at Rutgers Business School.  He is serving as the Editor-in-Chief of the Journal of World Business and as a consulting editor of the Journal of International Business Studies. For details, please visit www.ajaigaur.com

Mario Kafouros, Alliance Manchester Business School, UK

Professor Mario Kafouros holds the Chair of International Business and Innovation at Alliance Manchester Business School (UK). He serves as Associate Head of Research in the University of Manchester and as Associate Editor of International Business Review (IBR). For details, please visit: https://www.research.manchester.ac.uk/portal/marios.kafouros.html

Rajneesh Narula, Henley Business School, UK

Rajneesh Narula is the John H. Dunning Chair of International Business Regulation at the Henley Business School, University of Reading, UK. He is currently an editor of Journal of International Business Studies. He was Editor-in-Chief of the European Journal of Development Research from 2009-2014, and Editor-in-Chief of Multinational Business Review from 2014-2016. For details, please visit: http://www.linkedin.com/in/narula1

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, see http://www.emeraldinsight.com/journal/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 contact Bersant 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.

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. Gammeltoft et. al. (2010) stress the role of macro and micro perspectives when analyzing the dynamics of emerging market multinationals. 

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 March 1, 2016. For general submission guidelines, see http://www.emeraldinsight.com/products/journals/author_guidelines.htm?id=ijoemNo 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. 

Papers will be blind peer-reviewed. We will make initial editorial decisions by June, 2016. Authors invited to revise and resubmit their work will be invited to present the papers at the IJoEM special issue workshop to be held at the 5th conference on “Emerging Economy Multinationals” at Copenhagen Business School in Copenhagen, Denmark during September/October 2016. 

The papers accepted and presented at the workshop will be considered for publication in a special issue of the IJoEM. Presentation at the workshop does not necessarily guarantee publication in the special issue. The combination of a workshop and a special issue nevertheless follows a highly successful template to bring out the full potential of authors and papers. For questions about the special issue, please contact Bersant Hobdari, Guest Editor, at bh.int@cbs.dk

Indicative Contemporary Literature

Aharoni, Y. 2014. "To understand EMNEs a dynamic IB contingency theory is called for." International Journal of Emerging Markets 9(3): 377 – 385.

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.

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.

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.

Gammeltoft, P., J.P. Pradhan and A. Goldstein (2010), ‘Emerging multinationals: home and host country determinants and outcomes’, International Journal of Emerging Markets, 5(3/4): 254-265.

Gammeltoft, P., H. Barnard and A. Madhok (2010), ‘Emerging Multinationals, Emerging Theory: Macro- and Micro-Level Perspectives’, Journal of International Management, 16(2): 95-101.

Gammeltoft, Peter, Filatotchev, Igor and Hobdari, Bersant. 2012. “Emerging Multinational Companies and Strategic Fit: A Contingency Framework and Future Research Agenda.” European Management Journal, 30(3): 175-188.

Narula, Rajneesh, (2012). Do we need different frameworks to explain infant MNEs from developing countries? Global Strategy Journal 2(3), 188-204. 

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 PoliciesUnited Nations Conference on Trade and Development; Geneva, Switzerland.

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.

Academically Qualified Senior Lecturer/Lecturer in Strategic Management and International Business
Newcastle Business School, Northumbria University, UK
Ref: NBS11/33
Salary: SL: £37,012 - £45,486;
L: £31,948 - £35,938

The Strategic Management and International Business Subject Group at Newcastle Business School has a vibrant team of research engaged faculty with a mission to lead business and be business led.   As a member of the team, you will contribute to the accreditation journey of the School, increase its  research capacity and support the delivery of an outstanding student learning experience by bringing your expertise innovatively into the classroom. 

You will have the opportunity to develop your research skills and outputs, engage in Doctoral supervision and contribute to subject development. You will deliver, manage and contribute to the development of taught programmes across our Undergraduate and Postgraduate Portfolios. 

It is essential that you are qualified to Doctoral level, can demonstrate specialist knowledge in at least one area relevant to the Strategic Management and International Business subject area, have experience in the design, development and delivery of successful learning and teaching outcomes and have appropriate academic research outputs suitable for a REF submission and accreditation bodies.

Applications are particularly welcome from individuals with teaching and research expertise in corporate social responsibility and/or ethics.

For an informal discussion about the post, please contact either Professor Joanne Roberts on 0191 243 7528 or by email joanne.roberts@northumbria.ac.uk, or Professor Peter Galvin on 0191 227 4890 or by email peter.galvin@northumbria.ac.uk.  

Closing date: 7 June 2012

For further information and application details please go to:

http://work4.northumbria.ac.uk/hrvacs/nbs1133

 

The appointment of the Northern Society Chair in Accounting and Finance is being made in succession to Professor Tony Appleyard, who is retiring. Accounting and Finance has a large and well established presence within the School. The Subject Group is made of 21 faculty: 3 professors, 4 senior lecturers, and 14 (13 FTE) lecturers. The Group is highly regarded nationally and internationally: in the 2001 Research Assessment Exercise it was ranked 12th in the UK. Staff within the Accounting Group are engaged in a wide range of research activity including corporate governance, reporting, critical social and environmental accounting and are currently represented in two research groups:

  • Accountability, Governance, Ethics and Sustainability (AGES), which is engaged in a range of research interests clustered around the three important and highly interconnected themes of accountability, governance and ethics; and
  • Cultures, Accounting and Management History Research Group, which promotes an interdisciplinary approach to the study of accounting and management history in Newcastle drawing on the breadth of research expertise of its members.

Overview

Professors at Newcastle University are leaders within the academic community. They are expected to have an international reputation in their academic field and to demonstrate leadership both within the University and externally, with recognition often extending beyond academia into relevant policy and practice communities. Professors are expected to undertake research and teaching. Engagement is not normally a separate third activity, but in the main derives from research and teaching activities. The University engages with civil society as an educational and research institution, and therefore the expectation is that engagement activities will be carried out not just in the sense of good citizenship, but specifically based on academic expertise and experience.

Professors may or may not have line management responsibilities such as those carried out by the Head of an Academic Unit. However, it is expected that all professors should provide leadership within their academic discipline and make an appropriate contribution to the management of their academic unit, faculty and/or to the University.

A detailed description of the professorial role within the University – and of the pay structure and pay review process – is available.

As a Chair within the Business School, you will provide your Subject Group with intellectual leadership, fostering a culture of research excellence, and guiding the development of your colleagues. Working closely with members of the Executive Team and Board, as well as with Subject Group colleagues, your role will be to deliver the mission of the School through teaching, research and engagement. Specifically, you will:

  • Help lead the development of the School; 
  • Publish in leading high quality journals; 
  • Pursue external funding and engagement opportunities; attract and supervise research students; 
  • Be closely involved in mentoring, recruiting and developing academic staff;
  • Advise on undergraduate and postgraduate programme development.

The School has every incentive to encourage its Chairs to maintain and develop their research activity, given their role in leading by scholarly example and providing their subject areas with a distinctive identity and profile within the research community.

Workload allocation

The School operates with a formal Workload Allocation Model (WAM). The model ensures that the distribution of the workload between subject areas can be continuously reviewed and is fairly distributed. The academic workload in the School breaks down into three main components: teaching, research, and administration. Research allowances are allocated dependent on performance. Reduced teaching allowances are given to new staff to encourage them to develop their research profiles. Research sabbaticals are recorded on WAM and all the main administrative roles performed by faculty are given a notional tariff.

To find out more about the role, including how to apply, please visit http://www.ncl.ac.uk/hr/nubsprofs/ and then contact Christopher Lake of our advisers Syllogism, email: nubs@syllogism.co.uk or tel: +44 (0)20 7873 2217. Closing date: Noon on Monday, 13 December 2010

We are pleased to announce that we are inviting applications for a Lecturer/Senior Lecturer (equivalent US academic rank Assistant/Associate prof.) for qualified individuals who have a subject specialism in either International Management or International Human Resource Management. Please note this is an additional post to the International Management one that has recently closed.

We seek to appoint an individual committed to the success and development of the Newcastle University Business School http://www.ncl.ac.uk/business-school/ as active and engaged citizens. Individuals with interest in the future of work and developing future leaders, who care about nurturing academic colleagues and students to reach their potential and who connect with organisations, are encouraged to apply.

The primary purpose of the post is to support research and teaching in the International Business Management area. We are looking for a self-motivated individual who:

  • Conducts research in the subject area of International Management or International HRM and can deliver research-led teaching in the subject area;
  • Conducts research that demonstrates international standards of excellence in terms of originality, significance and rigour;
  • Demonstrates impact by developing research-based solutions to real-world problems and engages with external stakeholders to develop the impact of their work;
  • Has pursued, and will continue to pursue, external funding;
  • Has a commitment to high quality teaching and learning.

You will be a member of the Leadership, Work and Organisation (LWO) subject group (see link below). Members of the group contribute to teaching undergraduate programmes in Business Management and International Business Management, as well as postgraduate programmes in International Business Management, Global Human Resource Management and the MBA.

Applicants should have a good honours degree and PhD in a relevant discipline and be able demonstrate evidence of, or a willingness to take on, management and leadership roles within in the school if applying at Senior Lecturer level.

For informal enquiries please contact Professor Andrea Whittle, LWO Subject Group Head andrea.whittle@ncl.ac.uk

Job Ref: B119187A

Contract Type Open Ended; Full Time

Salary: Lecturer Grade F: £34,520 - £38,833 per annum; Lecturer Grade G: £39,992 - £47,722; Senior Lecturer Grade H: £49,149 - £56,950 per annum

Closing Date: 18 April 2018

For further details and application process http://www.ncl.ac.uk/vacancies/jobs/#about click on the ‘I want to work for Newcastle’ button and search B119187A

The University has developed an Academic Job Summary Guidance document which summarises the range of activities that academic staff may be expected to perform: 

http://www.ncl.ac.uk/hr/assets/documents/job-summary-academic-guidance_hc.pdf

LWO Group Members: http://www.ncl.ac.uk/business-school/staff/subject/#work&organisations

We seek to appoint a Lecturer/Senior Lecturer in International Management (equivalent US academic rank Assistant/Associate prof.) committed to the success and development of the Newcastle University Business School  http://www.ncl.ac.uk/business-school/  as active and engaged citizens. Individuals with interest in the future of work and developing future leaders, who care about nurturing academic colleagues and students to reach their potential and who connect with organisations, are encouraged to apply.

The primary purpose of the post is to support research and teaching in the International Management area. We are looking for a self-motivated individual who:

  • Conducts research in the subject area of International Management and can deliver research-led modules in this subject area, including modules in International Business Strategy;
  • Conducts research that demonstrates international standards of excellence in terms of originality, significance and rigour;
  • Demonstrates impact by developing research-based solutions to real-world problems and engages with external stakeholders to develop the impact of their work;
  • Has pursued, and will continue to pursue, external funding;
  • Has a commitment to high quality teaching and learning.

You will be a member of the Leadership, Work and Organisation (LWO) subject group (see link below). Members of the group contribute to teaching undergraduate programmes in Business Management and International Business Management, as well as postgraduate programmes in International Business Management, Global Human Resource Management and the MBA.

Applicants should have a good honours degree and PhD in a relevant discipline and be able demonstrate evidence of, or a willingness to take on, management and leadership roles within in the school if applying at Senior Lecturer level.

For informal enquiries please contact Professor Andrea Whittle, LWO Subject Group Head, email: andrea.whittle@ncl.ac.uk    

Job Ref: B110791A

Contract Type Open Ended; Full Time

Salary:  Lecturer Grade F: £34,520 - £38,833 per annum; Lecturer Grade G: £39,992 - £47,722 per annum

Senior Lecturer Grade H: £49,149 - £56,950 per annum

Closing Date: 20 March 2018

For further details and application process http://www.ncl.ac.uk/vacancies/jobs/#about click on the ‘I want to work for Newcastle’ button and search B110791A

The University has developed an Academic Job Summary Guidance document which summarises the range of activities that academic staff may be expected to perform: 

http://www.ncl.ac.uk/hr/assets/documents/job-summary-academic-guidance_hc.pdf
 

LWO Group Members: http://www.ncl.ac.uk/business-school/staff/subject/#work&organisations

The North American Case Research Association (NACRA) is an organization of nearly 500 case writers and teachers mostly in the business area. The site features abstracts of cases, published in their annual conference meetings section, as well as information about the Case Research Journal.

Description: The department of management at North Carolina A&T State University invites applications for a full-time tenure-track Assistant/Associate Professor position in the focal area of International Management. A secondary focus in Strategic Management is preferred. The position begins August 2018 and will require teaching undergraduate and graduate courses, maintaining an active research agenda, and participating in university service and student engagement activities.

The teaching load is typically 9 hours per semester in the area of international management and other areas of management as needed. Salary is AACSB competitive and dependent upon qualifications.

Located in Greensboro, North Carolina A&T State University is one of the 16 constituent institutions of the University of North Carolina System and the 9th largest university in North Carolina serving close to 12,000 students.  The College of Business and Economics has been accredited by AACSB International since 1979 and the Accounting program since 1986.  North Carolina A&T is a vibrant campus and community with strong Aggie pride. The University boasts highly successful and active alumni with a significant global footprint. The Department of management department concentrations in General Management, Management Information Systems (MIS), Entrepreneurship & Innovation, and International Management.

Qualifications: Candidates must have qualifications to teach a range of International Business (IB) and related courses in the undergraduate, MBA, and future doctoral program(s), as well as conduct high-quality IB research. ABDs will be considered, but must complete all requirements for the doctorate by the date of appointment. Applicants must have a demonstrated commitment and ability/potential to conduct high-quality scholarly research publishable in top outlets on topics important to international business, evidenced by publications in scholarly journals and/or scholarly works-in-progress and show promise maintain an active research agenda. Applicants must also demonstrate teaching excellence, excellent written and oral communication skills as well as the ability to use diverse teaching methodologies.

To apply: Please send the following to Christina Tupper at ctupper@ncat.edu by November 15th:

  1. A cover letter addressing the qualifications above
  2. A current CV
  3. A list of 3 references with contact information
  4. Evidence of teaching effectiveness and teaching philosophy
  5. Research statement

We will be meeting with candidates at the Southern Management Association (SMA) meeting in St. Pete Beach, Florida. Please indicate if you will be attending SMA in your e-mail and submit the above materials by October 25th.

North Carolina A&T State University is an equal opportunity and Title IX employer. 

North Carolina Central University (NCCU) invites nominations and expressions of interest for the position of Dean of the School of Business.

The new Dean will join NCCU at a time of tremendous opportunity. As the chief academic officer of the school, the Dean will be a change agent, able to lead the school’s strategy to create a distinctive niche among competitors, optimize student enrollment and academic quality, enhance the school’s external recognition and support the further integration of the school into the business community.

Founded in 1910, NCCU, the first public liberal arts institution for African Americans in the nation, also opened its doors to students for business education. In 1972, NCCU created the School of Business on its main campus in Durham, NC. Since then, the School of Business and NCCU continue to be a first choice, regionally and nationally recognized comprehensive university, while maintaining the historical identity of its liberal arts college roots. The School of Business is accredited by the Association to Advance Collegiate Schools of Business (AACSB International) and offers programs of study leading to the bachelor’s degree in Accounting, Business Administration (with concentrations in Entrepreneurship, Finance, General Business, Management, and Marketing), Computer Science and Business, Hospitality and Tourism Administration, and a minor in Business and in Computer Information Systems. The School offers the MBA and joint degree programs with other disciplines on campus, including the MBA/JD (with the School of Law) and the MBA/MIS (with the School of Library and Information Sciences).

The Dean will provide academic support for the School's faculty, fostering research, teaching, and service, and will articulate the School's vision and goals externally to the private sector and internally to the University community for purposes of collaboration and fundraising. A new building for the School of Business is planned, and the new Dean will have the opportunity to provide input into its design. Candidates must bring a distinguished record of accomplishments and senior leadership experience in business education or the private sector; an earned doctorate degree and professional experience to qualify for tenure at the rank of professor are required. The successful candidate will also have a combination of strong scholarship and teaching experience. Detailed knowledge and experience with AACSB accreditation process are required.

For fullest consideration, applicant materials should be received by March 12, 2018.

Candidates should provide a letter of application that addresses the responsibilities and requirements described in the Leadership Statement; Curriculum Vitae, and the names and contact information of five references. Additional information is available at www.wittkieffer.com.

References will not be contacted without prior knowledge and approval of candidates. These materials should be sent electronically via e-mail to the North Carolina Central University’s consultants Oliver B. Tomlin, III, Khalilah Lawson and Christine J. Pendleton at NCCUBusiness@wittkieffer.com. Documents that must be mailed may be sent to Witt/Kieffer, 7250 Woodmont Avenue, Suite 240 Bethesda, MD 20814.

The consultants can be reached by telephone at (630) 990-1370.

North Carolina Central University values diversity and is committed to equal opportunity for all persons regardless of age, color, disability, ethnicity, marital status, national origin, race, religion, sex, sexual orientation, veteran status or any other status protected by law.

North Central College invites applications for a full-time, tenure track appointment at the assistant professor level in an eleven-member Management and Marketing Department to begin September 1, 2012. Higher ranks may be considered for suitably qualified applicants. The department offers undergraduate and master's degrees. The candidate must have a doctorate in Marketing. Strong preference will be given to applicants who have a demonstrated interest and experience in Entrepreneurship. Applicants must exhibit a potential for excellence in teaching and mentoring with a strong commitment to scholarship.

North Central College, founded in 1861, is a selective, comprehensive liberal arts institution of 2900 students, located 30 miles west of Chicago in Naperville, along the Illinois research and development corridor. See http://www.noctrl.edu/x2288.xml for more information about the school and the department.

Send a letter of application, curriculum vitae, copy of graduate transcripts, and three letters of recommendation to Dr. Robert Moussetis, Department Chair, c/o Academic Affairs Office, North Central College, 30 North Brainard Street, Naperville, Illinois 60540. Review of applications will begin September 10, 2011, and will continue until the position is filled. Interviews will be conducted during the AMA conference in San Francisco, August 6th - 8th. Applicants who would enrich the diversity of the campus community are strongly encouraged to apply. EOE.

North Central College invites applications for two tenure-track positions in the Department of Management and Marketing, beginning Fall, 2014.  Appointment at the rank of Assistant Professor is anticipated.  A Ph. D in Management or a related Business discipline must be in hand by September 1, 2014.  Candidates for the first position will be expected to teach at least three Leadership courses (Global Leadership) as part of the undergraduate/graduate course load.  Candidates for the second position will be expected to teach courses in Entrepreneurship and/or International Business-Management-related topics as part of their load.   Preference will be given to applicants who demonstrate a commitment to excellence in teaching and scholarship in these sub-specialties and who possess strong communication skills and the ability to interact effectively with the business community.

North Central College offers an extensive support package to our faculty such as a mini sabbatical every four years for all tenured faculty. For more information see the following link:

http://northcentralcollege.edu/academics/academic-affairs/college-practices-and-special-opportunities

North Central College, founded in 1861, is a selective, comprehensive liberal arts institution of 3000 students, located in west suburban Naperville, a dynamic  city of  144,000, 28 miles west of Chicago, along  the Illinois research and development corridor and within walking distance of the Naperville Metra station.  For more information about the College, see http://www.noctrl.edu.

 Applicants should submit a letter of application that specifies the position emphasis, a curriculum vitae, statement of teaching interests and philosophy, and three letters of recommendation to Robert Moussetis, Chair, Department of Management and Marketing,  c/o Academic Affairs Office, North Central College, 30 N. Brainard Street, Naperville, IL  60540, or send them in electronic  form to Cheryl Horton at facultyjobs@noctrl.edu.  For further information, please email Professor Moussetis at rcmoussetis@noctrl.edu.  Preliminary screening may be possible at the 2013 Annual Meeting of the Academy of Management in Orlando.  Review of applications will begin September 16, 2013, and will continue until the positions are filled.  Applicants who would enrich the diversity of the campus community are strongly encouraged to apply. EOE.

  1. North Central College offers a sabbatical term every 4 years for all tenured faculty.
  2. North Central College offers up to a term of teaching release for approved professional development projects to Junior and Senior faculty.
  3. Competitive summer research grants available for approved proposals.

BAS International Business Program

PHILIP R. MCDONALD CHAIR The D’Amore-McKim School of Business (DMSB) is pleased to invite applications for the Philip R. McDonald Chair at Northeastern University. The Chair was endowed in the memory of former Dean McDonald by his many friends and colleagues. The holder of the Philip R. McDonald Chair is expected to strengthen and increase the visibility of the DMSB and be a thought leader within the college, university, and academic and business communities. A private institution in Boston with 22,000 students, Northeastern is a nationally recognized research university and a world leader in the integration of work and learning through its signature cooperative educational program. Since 2006 the university has made dramatic strides across a broad range of priorities, including global experiential education, student achievement, academic innovation, faculty strength, and research. See: http://www.northeastern.edu/accomplishments/FIN_IA_brochure.pdf

The College of Business Administration, established in 1922, was recently renamed the D’Amore-McKim School of Business, following a generous gift from two alumni. The DMSB has witnessed a rapid acceleration in the quality of faculty and students as well as in the ranking of graduate and undergraduate programs and faculty research productivity. The candidate selected as the Philip R McDonald Chair will be eligible for appointment to the rank of full, tenured professor. He or she will be expected to enhance the school’s national and international reputation through research, faculty development, and external outreach. The DMSB has three strategic areas of focus—corporate governance, innovation, and international business—but candidates from all disciplines of business are encouraged to apply.

Candidates are expected to have the following qualifications: 1. An earned doctorate; 2. An outstanding international research reputation; 3. A demonstrated record of leadership in research activities; 4. Evidence of collegiality and collaboration in working with colleagues, administrators, students, and the business community; and 5. A demonstrated record of effective teaching at various levels, which may include executive education.

The Phillip R. McDonald Chair offers a competitive salary, a research fund, summer support, and a reduced teaching load. Interested applicants should send a vita, names of three professional references, and a personal statement of interest to: https://neu.peopleadmin.com/postings/22713 Review of applications will begin on February 1, 2013 and will be accepted until the position is filled. Northeastern University is an Affirmative Action/Equal Opportunity/Title IX Employer and welcomes applications from minorities, women and disabled persons.

Northern Arizona University (NAU) seeks a visionary, creative and entrepreneurial leader to serve as Dean of The W. A. Franke College of Business.

The W. A. Franke College of Business (FCB) is an accredited member of AACSB International. One of the six academic colleges that comprise Northern Arizona University, The W. A. Franke College of Business enrolls approximately 2,675 students majoring in accountancy, business economics, finance, information systems, management or marketing. The School of Hotel & Restaurant Management enrolls approximately 870 students. In addition to its undergraduate degree programs, the FCB offers a full-time MBA program that includes approximately 32 students, for a total student count of 3,578 in Fall ’16.

Reporting to the Provost, the Dean of The W. A. Franke College of Business serves as both the chief academic and administrative officer for the college. The dean will be a dynamic, collaborative and energetic leader who will be responsible for enhancing and revitalizing the academic programs, inspiring faculty, staff and students and engaging with an active advisory board as well as with the business community. The dean will work with the university’s leadership and faculty to build a diverse faculty and staff, support distinctive academic programs, promote interdisciplinary and boundary-spanning collaborations, grow scholarship, and advance the university’s public engagement goals.

The FCB includes 90 full-time and approximately 40 part-time faculty. A distinguished record of scholarship, teaching, and service, as well as progressive leadership experience and an earned doctorate or equivalent terminal degree in business or a related field are required. The ideal candidate will offer evidence of administrative success in higher education, knowledge of professional business practices, an entrepreneurial approach to problem-solving and fundraising, and experience in a leadership role in the AACSB accreditation process.

NAU has more than 3,650 faculty and staff supported by an annual budget of $550 million. NAU’s highest enrollment peaked with just over 30,000 students statewide. NAU values global engagement, diversity, civic engagement and community building. Committed to a diverse and civil working and learning environment, NAU has earned a solid reputation as a university with all the features of a large institution but with a personal touch. NAU’s mountain campus location covers 740 acres with 121 buildings totaling 6.6 million square feet. Estimated replacement value of its buildings is $1.99 billion. NAU is a 2016 recipient of the Insight Into Diversity HEED award for exemplary diversity and inclusion initiatives that focus on all aspects of diversity, including gender, race, ethnicity, veterans, people with disabilities, and members of the LGBTQ community.

Flagstaff is a city rich in cultural diversity with a population of 70,000 located less than 150 miles from Phoenix. Situated at the base of the majestic San Francisco Peaks, its 7,000 foot elevation and four-season climate make Flagstaff ideal for year-round outdoor activities. Nearby attractions include the Grand Canyon, Lowell Observatory, Oak Creek Canyon, Sedona, Monument Valley, Sunset Crater, Meteor Crater, and the Arizona Snowbowl. Inquiries, nominations, and applications are invited.

For fullest consideration, applicant materials should be received by December 15, 2016. All candidate materials will be treated as confidential and should include a cover letter, curriculum vitae and a list of five references submitted in three separate attachments by email to: NAUDeanWAFrankeCOB@wittkieffer.com. General inquiries and questions regarding the search may also be directed to the search consultants, Jane Courson and Ben Haden, at the email address above or by phone at 619-930-5600.

Applicants receive consideration without regard to race, religion, color, sex, age, national origin, disability, veteran status, gender, gender identity, or any other legally protected status. Information voluntarily disclosed regarding protected status will not be considered in hiring decisions.

Northern Illinois University, a regional public university of 20,000 students located about 90 minutes from Chicago in DeKalb, IL, seeks a dynamic, articulate, and energetic leader to serve as the next dean of the College of Business. The dean will succeed Dr. Denise Schoenbachler who will step down as dean in June 2016 after 10 years of distinguished leadership of the College.

The AACSB accredited College of Business is considered to be one of the University’s distinctive strengths. It is housed in the University’s newest facility, Barsema Hall, the only building on the campus built with private funds. The College of Business enjoys a stable enrollment, a committed and talented faculty, and a loyal alumni base in the Chicago area and beyond. The dean is supported by an experienced group of senior administrators who provide day-to-day leadership and make it possible for the dean to undertake an ambitious and successful fundraising effort. An active and engaged Board of Executive Advisors further supports the work of the dean. The University is in the pre-planning stages of a capital campaign. The next dean will focus on several key strategic areas in alignment with University priorities. Enrollment growth, through the development of new markets and the improvement of retention, is a key area of interest. The College of Business will consider options for growth which include continuing to develop global initiatives; establishing a presence for the MBA program online, in Chicago, or both; and working to ensure an appropriate resource base for the ongoing operation of the school. The dean will be responsible for the oversight of all academic and administrative functions of the College, will be involved in faculty recruitment and career support, will support diversity initiatives and innovative curriculum development, and will provide leadership in areas of excellence in teaching and technology-supported instruction.

The College of Business brand “where the classroom meets the business world” has guided a commitment to experiential opportunities for students, and the dean will continue to champion the brand and grow opportunities for students to apply their classroom experience in the business world. Candidates should have a terminal degree in business or a related field with an academic record that makes them appointable at the level of full professor; should have a record of accomplishment in a leadership role in higher education; should demonstrate commitment to teaching and research; and should be ready to fully engage on a leadership team that values collaboration, innovation, and commitment to excellence.

Inquiries, nominations, and applications are invited. Review of applications will begin immediately and will continue until the position is filled. For fullest consideration, applicant materials should be received by January 4, 2016. Candidates should provide a curriculum vitae and a letter of application that addresses the responsibilities and requirements described in the Leadership Profile available at www.wittkieffer.com. These materials should be sent electronically via email to the NIU Consultants: Dennis Barden, Sheila Murphy, and Ann Yates at NIUBusinessDean@wittkieffer.com. The consultants can be reached by telephone through the desk of Laurie Adams, 630-575-6152.

In accordance with applicable statutes and regulations, NIU is an equal opportunity employer and does not discriminate on the basis of race, color, national origin, ancestry, sex, religion, age, physical and mental disability, marital status, veteran status, sexual orientation, gender identity, gender expression, political affiliation, or any other factor unrelated to professional qualifications, and will comply with all applicable federal and state statutes, regulations and orders pertaining to nondiscrimination, equal opportunity and affirmative action. NIU recognizes Dual Career issues. Pre-employment background check and verification of eligibility to work in the United States is required.

6 Positions Available:

  • Senior Lecturer / Lecturer in Information Management
  • Senior Lecturer / Lecturer in Leadership and Management Development
  • Senior Lecturer / Lecturer in Logistics and Supply Chain Management
  • Senior  Lecturer / Lecturer in Marketing
  • Senior Lecturer / Lecturer in Organisation and Human Resource Management
  • Senior Lecturer / Lecturer in Strategic Management and International Business

It is essential that applicants are qualified to Doctoral level, can demonstrate specialist knowledge in the specific  Subject area, have experience in the design, development and delivery of successful learning and teaching outcomes and have appropriate academic research outputs suitable for a REF  (Research Excellence Framework http://www.hefce.ac.uk/research/ref/  ) submission and accreditation bodies.

For further information or to download an application form visit the job vacancies page of www.workfornorthumbria.co.uk  and search for vacancy ref NBS10/xx.

Northumbria University is an equal opportunities employer and welcomes applications from all sectors of the community.

 

 

Nottingham University Business School China (NUBS China) is currently recruiting for several visiting positions of open rank (assistant/associate/full professor) in International Business, strategy, organizational behaviour, and/or entrepreneurship for the fall or spring term of 2013/14.

We are only interested in people who can stay at least an entire term.  Preference will be given to candidates who can come for the entire academic year.  Have an impact and be part of the creation of one of China’s and the World’s leading business schools--Nottingham University Business School China (see attached picture)--China’s first and largest Sino-Foreign University Business School.

In operation for only eight years, NUBS China currently has approximately 2,500 students of which about 250 are enrolled in masters programs. It has an international faculty of 80, coming from over 20 countries, permanently based in Ningbo and plans to grow to about 90-100 over the coming few years.  It is EQUIS accredited and is part of a university that is highly rated and is seeking to improve further its ranking among the world’s top research and teaching universities.  NUBS China has ambitious plans under the leadership of Dean Carl Fey to expand including increasing its focus on high quality research which makes an impact, making sure there are good links between research and teaching, focusing on interactive teaching methods, increasing interaction with business, and developing executive education. NUBS China is focused around its three Is: Innovative, international, and interactive.  NUBS China, which carries out instruction in English, is also significantly increasing its research focus and provides an excellent environment for scholars interested in pursuing an active research agenda.

Ningbo is located only 2.5-3 hours from Shanghai by car or train. It is a relatively high-income city for China, with a per capita income (PPP basis) of about US $12,000. Ningbo, which is a key center for entrepreneurship in China, has one of China’s largest deep-water ports, a modern airport with excellent connections to cities such as Singapore, Bangkok, Beijing, Hong Kong, Seoul and Taipei and high-speed rail connections to other major cities in China. It has international schools, excellent shopping facilities and an attractive multicultural nightlife. It also has many rivers, lakes and mountains in the outskirts and is considered to be one of the cities in China which has the best quality of life.

NUBS China offers European-level competitive salaries and expat benefits with reasonable teaching loads and a strong focus on research which can make an impact.  Candidates are expected to have a PhD in a relevant area by the time they start to work.  Excellent English communication skills are essential.  Candidates are also expected to have demonstrated an ability to conduct high-quality research together with strong teaching abilities.

Expressions of interest or questions can be addressed to Associate Dean Lei Li, Director, lei.li@nottingham.edu.cn

Nottingham University Business School is a global player with a distinguished reputation to match. It delivers innovative, market-led teaching and research to a local and international community through the University's campuses in the UK, China and Malaysia. As an established, credible academic, you'll bring an understanding of business education on an international stage. With delegated powers for resource management, academic development and local policy development, you'll demonstrate the profile, passion and ambition to shape a long-term strategy of research-led provision that will enhance and expand our international reputation and network of relationships.

Nottingham University Business School China (NUBS China), which focuses on the 3Is of Innovative, Interactive, and has a faculty of about 80 coming from about 20 countries and 2500 top students who all study all programs in English, invites applications for about 16 faculty positions for the Fall of 2014.  In addition, whether interested in applying for a job, looking for a visiting position, looking for research collaborators, or just wanting to interact with some interesting people at the Academy of Management Conference Dean Carl Fey and our faculty (look for us in yellow shirts) invite you to our innovative China-themed reception on Saturday, August 10th from 20:00-22:00 in the Asbury B room of the Disney Yacht and Beach Club Resort (a key conference hotel where many sessions are and the IM division has their reception just before ours).  There is more information on both of these items further below.      

NUBS China is currently recruiting for about 16 faculty positions for the Fall of 2014. We are interviewing for the following positions for the Fall of 2014 at the Academy of Management Conference (AOM).  We anticipate making multiple hires for several of these positions.  Our jobs are also advertised on the AOM job website.  If you are going to AOM and would like to apply to have an initial interview, please write to the person listed following the position below including your CV and a summary of teaching ratings if possible:

Full professor positions in International Business, Carl.Fey@nottingham.edu.cn

Full professor in Organizational Beahvior; Carl.Fey@nottingham.edu.cn

Full Professor Entrepreneurship:  (Thomas) WingYan.MAN@nottingham.edu.cn

Assistant/Associate professor in Entrepreneurship: (Thomas) WingYan.MAN@nottingham.edu.cn

Assistant/Associate Professor in Strategy: Shameen.Prashantham@nottingham.edu.cn

Assistant/Associate Professor in Organizational Behavior: Achim.KRAUSERT@nottingham.edu.cn

Assistant/Associate Professor in International Business: Lei.LI@nottingham.edu.cn

Formal applications for the post are also welcomed from candidates who are unable to attend the AOM conference, and in either case, ALL applicants are required to formally apply on-line for the position, including those who have attended an initial interview at AOM.  See: http://www.nottingham.ac.uk/jobs/currentvacancies  The positions are not on the website yet, but will be on the website shortly  If you have any queries regarding the application process please contact the Human Resources Department in the UK, tel: +44 (0)115 846 8539.  Application deadlines are likely in September.

Apply for the above jobs if you would like to have an impact and be part of the creation of one of China’s and the World’s leading business schools. NUBS China (see attached picture) is an integral part of the Nottingham University Business School awarding the same internationally recognized degrees offered by Nottingham in the UK. In operation for only nine years, NUBS China currently has approximately 2,500 students of which about 250 are enrolled in postgraduate programs including a Ph.D. program.  It has a rapidly expanding international faculty of about 80 coming from about 25 countries permanently based in Ningbo.  It is EQUIS accredited and is part of a university that is highly rated and is seeking to improve further its ranking among the world’s top research and teaching universities.  NUBS China obtained a new Dean (Carl Fey) in April 2011 which has resulted in the creation of ambitious plans for NUBS China which the school is rapidly progressing towards including an increasing focus on quality research, executive education, and quality teaching.  NUBS China focuses its efforts around the three Is-international, Innovative, and Interactive.  In addition, NUBS China, which carries out instruction in English, is significantly increasing its research focus and provides an excellent environment and conditions for scholars interested in pursuing an active research agenda.

Ningbo is located only 2 hours from Shanghai by express train. It is a relatively high-income city for China, with a per capita income (PPP basis) of about US $12,000. Ningbo has one of China’s largest deep-water ports, a modern airport with excellent connections to cities such as Beijing, Singapore, Hong Kong, Seoul and Taipei and high-speed rail connections to other major cities in China. It has international schools, excellent shopping facilities and an attractive multicultural nightlife. It also has many rivers, lakes and mountains in the outskirts and is considered to be one of the cities in China which has the best quality of life.

NUBS China offers European-level competitive salaries and benefits with reasonable teaching loads.  In addition, an attractive international benefits package including accommodation allowance, travel allowance, support for international schooling (there are three international schools in Ningbo), and insurance (including international medical insurance) will be provided for international appointments.  NUBS China also provides a competitive research support package for candidates showing good research output.  Candidates are expected to have a PhD in a relevant area by the time they start to work.  Excellent English communication skills are essential.  Candidates are also expected to have demonstrated an ability to conduct high-quality research together with strong teaching abilities.

The post will initially be offered on a fixed term contract with the University of Nottingham, Ningbo, China for a period of up to 5 years starting 1 September 2014 (an earlier start date may be possible if mutually agreeable). This contract may be extended on an indefinite basis by mutual agreement, subject to revised terms and conditions.


You are cordially invited by Dean Carl Fey and the faculty of Nottingham University Business School China (NUBS China) to attend a Unique Chinese-themed Reception at AOM Annual Meeting.

Whether interested in applying for one of our approximately 16 faculty openings, looking for a visiting position, looking for research collaborators, or just wanting to interact with some interesting people come meet faculty from NUBS China, learn about the exciting things NUBS China is doing, and enjoy an atmosphere typified by NUBS China's 3 Is of International, Interactive, and Innovative. Come relax and talk to other AOM attendees while traditional Chinese music and performances occur in the background.

Time: 20:00 - 22:00, Saturday, 10th August 2013

Venue: Asbury B, WDW Yacht and Beach Club Resort

For planning purposes, your response indicating if you can attend by 5th August would be highly appreciated.

Please contact Jessica Li:

Email: Jessica.li@nottingham.edu.cn

Phone: +86 (0)574 8818 0914

Have an impact and be part of the creation of one of China’s and the World’s leading business schools--Nottingham University Business School China (see attached picture)--China’s first and largest Sino-Foreign University Business School.  In operation for only 9 years, NUBS China currently has approximately 2,500 students of which about 250 are enrolled in masters programs. It has an international faculty of 80, coming from about 25 countries, permanently based in Ningbo.  It is EQUIS accredited and is part of a university that is highly rated and is seeking to improve further its ranking among the world’s top research and teaching universities.  NUBS China has ambitious plans under the leadership of Dean Carl Fey to expand including increasing its focus on high quality research which makes an impact, making sure there are good links between research and teaching, focusing on interactive teaching methods, increasing interaction with business, and developing executive education. NUBS China is focused around its three Is: Innovative, international, and interactive.  NUBS China, which carries out instruction in English, is also significantly increasing its research focus and provides an excellent environment and conditions for scholars interested in pursuing an active research agenda under its outstanding researcher support system and other initiatives.

NUBS China is pleased to announce that it has openings for the following positions for the Fall of 2014:

Please apply now as application deadlines are very soon (see adds for details). 

Ningbo is located only 2.5 hours from Shanghai by car and about 1:40 by train. It is a relatively high-income city for China, with a per capita income (PPP basis) of about US $12,000. Ningbo, which is a key center for entrepreneurship in China, has one of China’s largest deep-water ports, a modern airport with excellent connections to cities such as Beijing, Hong Kong, Seoul and Taipei and high-speed rail connections to other major cities in China. It has international schools, excellent shopping facilities and an attractive multicultural nightlife. It also has many rivers, lakes and mountains in the outskirts and is considered to be one of the cities in China which has the best quality of life.

NUBS China offers European-level competitive salaries and expat benefits with reasonable teaching loads.  An attractive international benefits package including accommodation allowance, travel allowance, support for international schooling (there are three international schools in Ningbo), and insurance (including international medical insurance) will be provided for international appointments.  NUBS China also provides a competitive research support package for candidates showing good research output.  Candidates are expected to have a PhD in a relevant area by the time they start to work.  Excellent English communication skills are essential.  Candidates are also expected to have demonstrated an ability to conduct high-quality research together with strong teaching abilities.

Please note that only on-line applications will be accepted and it is necessary to apply for the positions on-line at: http://www.nottingham.ac.uk/Jobs/CurrentVacancies

Specific questions re the Assistant Professor of Strategy and Assistant Professor of Organizational Behavior jobs should be directed to Peter Hofman Peter.Hofman@nottingham.edu.cn, Director, Department of International Business and Management.  Specific questions for the position of Assistant Professor of Entrepreneurship should contact Thomas (Wingyan) Man, Director, Department of Entrepreneurship, Marketing, and Management Systems atWingyan.Man@nottingham.edu.cn

We hope you will decide to join us.  However, if not, please keep your eyes on us as we are going to be doing some very exciting things!

Nova School of Business and Economics (Nova SBE), a triple-accredited institution (AACSB, EQUIS and AMBA), is inviting research-focused candidates with expertise in Strategy, International Business, and/or Entrepreneurship. The applicants should have or expect to receive within one year a Ph.D. degree in Management, Strategy, or another closely related field. The applicants should have a publishing record in leading international peer-reviewed journals commensurate with the position rank (Assistant, Associate, or Full Professor) that they apply for.

Nova SBE offers programs in management, economics, and finance at the undergraduate, master, MBA, and doctorate levels. The school provides an international research environment and consistently ranks among the top business schools in Europe. To support the development of a research-oriented career, Nova SBE provides a very balanced teaching workload, compensation competitive with other business schools in Europe, and research-supporting incentives. English is the working language of the school and knowledge of Portuguese is not a requirement. The Lisbon area offers an outstanding combination of relatively low cost of living, exceptional lifestyle, and an extensive set of cultural and leisure opportunities.

The application packages should be submitted by September 15th, 2020, and should include a cover letter, CV, a research statement, a job market paper, evidence of teaching effectiveness, and three recommendation letters. These application packages should be submitted by email to Faculty Recruitment Office (faculty.recruitment@novasbe.pt).

Additional information about this open-rank position at Nova SBE can be obtained from Prof. Ilya Okhmatovskiy (ilya.okhmatovskiy@novasbe.pt). Questions about the application procedure should be directed to Faculty Recruitment Office (faculty.recruitment@novasbe.pt).

We seek an open rank professor of international business to teach, direct and conduct research relating to a new major in international business located in the School of Liberal Arts and Humanities.

Jindal is seven-year-old university in India with a substantial global reach for faculty and students. The new School of Liberal Arts and Humanities has established a major in international business and is looking to hire a faculty member with teaching experience, international experience, a record of research, and the ability to direct this new major. Substantive focus is open, with a preference for someone having the ability to teach in two areas of international business, specifically international finance, marketing, operations, technology or strategy. Ph.D. at the time of appointment is expected. Please discuss in the application letter how you would adapt to a liberal arts environment. Salary is commensurate with experience.

Appointment date: January 2017 (preferred) or July 2017

JGU is a non-profit global university established by the Haryana Private Universities (Second Amendment) Act, 2009. JGU is established in memory of Mr. O.P. Jindal as a philanthropic initiative of Mr. Naveen Jindal, the Founding Chancellor. The University Grants Commission has accorded its recognition to O.P. Jindal Global University. The vision of JGU is to promote global courses, global programmes, global curriculum, global research, global collaborations, and global interaction through a global faculty. JGU is situated on a 80-acre state-of-the art residential campus in the National Capital Region of Delhi. JGU is one of the few universities in Asia that maintains a 1:15 faculty-student ratio and appoints faculty members from different parts of the world with outstanding academic qualifications and experience. JGU has established five schools: Jindal Global Law School, Jindal Global Business School, Jindal School of International Affairs, Jindal School of Government and Public Policy and Jindal School of Liberal Arts & Humanities.

Please send a letter of application, CV (including names, email addresses, and affiliations of at least three references) and supporting materials (including copies of course syllabi) to: Dean Kathleen Modrowski School of Liberal Arts and Humanities Jindal Global University Sonipat Narela Road Near Jagdishpur Village Sonipat, Haryana, India 131001 kamodrowski@jgu.edu.in

India The Jindal School of Liberal Arts and Humanities (JSLH) is one of the foremost institutions for Liberal Arts Education in India. It is located in the New Delhi NCR, which is the capital of India. More details can be found here https://www.jgu.edu.in/public/JSLH.

JSLH is recruiting a faculty member with a specialization in International Business. The successful applicant will be expected to join in time for the Fall Semester starting August 2018. As a component of the wider Liberal Arts infrastructure, International Business covers the increasingly important components needed to successfully participate in the global and cosmopolitan sphere of corporations, INGO’s and related interests operating transnationally. At JSLH, we intend to give specific attention to a broad overview of the undergraduate business curriculum. Specific attention will be drawn to the development of competencies in:

  • Communication in English and foreign language acquisition
  • Knowledge of international finance and banking
  • Sensitivity to the cultural and social context of countries and regions
  • Knowledge of international government regulations pertaining to trade, human rights, and ethics
  • Knowledge of organizational structure and management practices
  • Skill in IT research and communication

The subject-specialist would be expected to offer the introductory course and some of the major course requirements that reflect his/her individual experience and/or intellectual specialization. Examples would include:

  • Accounting Practice
  • Global Economics
  • International Marketing
  • Global Business Strategy
  • Global Business Operations
  • Impact of the evolving technological environment on global business
  • International Human Resource Management
  • International Finance

These will map into pertinent interdisciplinary connections within the school including statistics, economics, history, and political science. In addition, the faculty would bring the following to the role:

  • A Ph.D. or equivalent experience in Business, Management, Economics, or a related discipline;
  • A proven record of teaching in a University environment, with an enthusiastic approach to teaching international business and the ability to interact with students in ways that will enhance the student experience;
  • Teaching that reflects professional development and engagement with the relevant discipline;
  • The ability to use technology for enhanced learning;
  • Experience of proactively developing new teaching approaches and materials;
  • Experience of providing mentoring support and guidance to students;
  • Evidence of proactive and scholarly academic engagement in the relevant academic activity;
  • The ability to work across disciplines, establishing effective working relationships;
  • A high level of interpersonal and communication skills; and
  • Demonstrable creativity and the ability to inspire others.

Applications should be received by 15th September 2019 via email to the following: Professor Sunil Sangra; ssangra@jgu.edu.in; Mobile number +91-96508 66566

The starting date is 1st of February, 2020 or as soon as possible thereafter.

Oakland University in Rochester, Michigan, announces a national search for a Dean of the School of Business Administration.    The position is available on July 1, 2013.   

Oakland University is located 30 miles north of Detroit, among the rolling hills and woodlands of Meadow Brook, the former Dodge Wilson estate. Founded in 1957, Oakland University is a vital, growing state-supported, comprehensive academic institution committed to excellence. With an enrollment of nearly 20,000 students, of whom 3,550 are graduate students, Oakland University delivers a broad range of arts and science majors, professional schools, and graduate programs, including 139 undergraduate and 127 graduate programs at the master’s and doctoral levels on its 1,443-acre campus.

The School of Business Administration (SBA) is one of fewer than 178 institutions worldwide (less than 5%) to hold AACSB accreditation in both Business and Accounting, assuring quality and continuous improvement in its programs, faculty and resources.  Specifically, the SBA offers eight undergraduate majors, an MBA with eight concentrations, a Master of Accounting, a Master of Science in Information Technology Management, and an Executive MBA with tracks in Health Care Management and Information Systems Leadership. The School has four departments: Accounting and Finance; Decision and Information Sciences; Economics; and Management and Marketing. There are currently 65 full-time faculty, 75 part-time faculty, over 400 graduate students and about 2,200 undergraduate students.  The SBA maintains strong ties with the local business community and other key stakeholders.

The search is being assisted by Academic Search, Inc. A complete position description, including requirements for the position and details on how to apply, can be found at http://www.academic-search.com.  Confidential discussions about this opportunity can be arranged, and nominations may be made by contacting Dr. Jessica Kozloff at jsk@academic-search.com.  Applications should be addressed to Dr. Janell Townsend, chair of the search committee, and sent electronically to OUSBADEAN@academic- search.com.

The position will remain open until filled, but only applications received by February 25, 2013 can be assured of full consideration.

For more information about the school, please visit http://www.oakland.edu/sba.

Oakland University is an equal opportunity employer. 

Management and Human Resources, Fisher College of Business, The Ohio State University, is seeking applicants for a faculty appointment in International Business. This will be a full-time, tenure track appointment, to begin fall semester 2013. Research, teaching, and service responsibilities required. Competitive salary and teaching load with other major research institutions.

Applicants with a Ph.D. (or equivalent) in hand are preferred. Rank is open, although we have a preference for an Assistant Professor (either a fresh PhD or one with experience). A publication record commensurate with experience is an important hiring criterion. A continuing commitment to enhance our world class International Business group implies that applicants will need to be able to apply the most up-to-date theories and methods to address critical research questions in their chosen field, with an eye towards publishing this work in the most respected research journals in International Business and related disciplines. In terms of teaching, a world class International Business group implies that faculty will be skilled at translating their own research and the research of their colleagues to the classroom setting. The Fisher College is committed to building these teaching skills in its newly hired faculty. The Fisher College is not currently committed to any particular area of research, theory, or methodological approach but open to applications from any scholar asking research questions that are at the core of the field. For more information, visit the college webpage at: http://fisher.osu.edu.

Applicants should send (1) a cover letter summarizing the applicant’s qualifications, (2) curriculum vitae, (3) publication samples, and (4) three letters of recommendation to: Professor Mona Makhija, Management and Human Resources, Fisher College of Business, The Ohio State University, 700 Fisher Hall, 2100 Neil Avenue, Columbus, OH 43210-1144, c/o Dugger_4@fisher.osu.edu, telephone: 614 292-0466. Application deadline: March 31, 2013.

The Ohio State University is an equal opportunity/affirmative action employer. Qualified women, minorities, Vietnam-era veterans, disabled veterans, and individuals with disabilities are encouraged to apply.

Management and Human Resources, Fisher College of Business, The Ohio State University, is seeking applicants for a faculty appointment in International Business. This will be a full-time, tenure track appointment, to begin fall semester 2015. Research, teaching, and service responsibilities required. Competitive salary and teaching load with other major research institutions.

Applicants with a Ph.D. (or equivalent) in hand are preferred. Rank is open, although we have a preference for an Assistant Professor (either a fresh PhD or one with experience). A publication record commensurate with experience is an important hiring criterion. A continuing commitment to enhance our world class International Business group implies that applicants will need to be able to apply the most up-to-date theories and methods to address critical research questions in their chosen field, with an eye towards publishing this work in the most respected research journals in International Business and related disciplines. In terms of teaching, a world class International Business group implies that faculty will be skilled at translating their own research and the research of their colleagues to the classroom setting. The Fisher College is committed to building these teaching skills in its newly hired faculty. The Fisher College is not currently committed to any particular area of research, theory, or methodological approach but open to applications from any scholar asking research questions that are at the core of the field. For more information, visit the college webpage at: http://fisher.osu.edu.

Applicants should send (1) a cover letter summarizing the applicant’s qualifications, (2) curriculum vitae, (3) publication samples, and (4) three letters of recommendation to:

Professor Mona Makhija

Management and Human Resources, Fisher College of Business

The Ohio State University

700 Fisher Hall, 2100 Neil Avenue

Columbus, OH 43210-1144

c/o Dugger.4@osu.edu

 

Applications will be accepted until the position is filled.

The Ohio State University is an equal opportunity/affirmative action employer.  Qualified women, minorities, Vietnam-era veterans, disabled veterans, and individuals with disabilities are encouraged to apply.

Management and Human Resources, Fisher College of Business, The Ohio State University, is seeking applicants for a faculty appointment in International Business. This will be a full-time, tenure track appointment, to begin fall semester 2017. Research, teaching, and service responsibilities required. Competitive salary and teaching load with other major research institutions.

Applicants with a Ph.D. (or equivalent) in hand are preferred. Rank is open, although we have a preference for an Assistant Professor (either a fresh PhD or one with experience). A publication record commensurate with experience is an important hiring criterion. A continuing commitment to enhance our world class International Business group implies that applicants will need to be able to apply the most up-to-date theories and methods to address critical research questions in their chosen field, with an eye towards publishing this work in the most respected research journals in International Business and related disciplines. In terms of teaching, a world class International Business group implies that faculty will be skilled at translating their own research and the research of their colleagues to the classroom setting. The Fisher College is committed to building these teaching skills in its newly hired faculty. The Fisher College is not currently committed to any particular area of research, theory, or methodological approach but open to applications from any scholar asking research questions that are at the core of the field. For more information, visit the college webpage at: http://fisher.osu.edu.

Applicants should send (1) a cover letter summarizing the applicant’s qualifications, (2) curriculum vitae, (3) publication samples, and (4) three letters of recommendation to: Professor Mona Makhija, Management and Human Resources, Fisher College of Business, The Ohio State University, 700 Fisher Hall, 2100 Neil Avenue, Columbus, OH 43210-1144, c/o Dugger_4@fisher.osu.edu, telephone: 614 292-0466. We will begin to review applications starting on October 1, 2016, until the position is filled.

The Ohio State University is an equal opportunity/affirmative action employer. Qualified women, minorities, Vietnam-era veterans, disabled veterans, and individuals with disabilities are encouraged to apply.

The Ohio University Department of Management in the College of Business invites applications for a tenure-track position as an Assistant/Associate Professor in Strategy beginning in August 2015.

We are looking for student-centered, research-active, innovative faculty members who would be able to teach a writing intensive, capstone course in Business Strategy. The selected candidate will also have secondary teaching responsibility in Management & International Business. All applicants must be at least at the ABD stage of their Doctoral studies with an expectation of completion by the end of 2015 or with the Ph.D. completed.

Ohio University’s College of Business is accredited by the AACSB. We offer a BBA with a range of majors, all of whom must complete the Strategy capstone course. We also have a range of graduate programs that also require equivalent courses. The Management Department has three affiliated Centers: the Walter Center for Strategic Leadership, the Center for International Business Education & Development, and the Center for Entrepreneurship. Tenure track faculty have a teaching load of 5 courses per year, with typical section sizes of 40, though this will be reduced to 4 courses during the first two years for new hires. Salaries for the appointment are competitive commensurate with either ABD status or Ph.D. completed.

The College of Business and the Management Department at Ohio University takes pride in the ongoing success of our problem-based curriculum, our innovative, student-centered faculty, and our outstanding relationships with employers and alumni. The undergraduate business curriculum emphasizes applied learning and student engagement. We place a strong emphasis on high quality and innovative teaching. We offer a highly collegial atmosphere and strong support services for both students and faculty.

Ohio University has a vibrant residential campus that attracts top quality students. Athens, Ohio, is a quintessential college town. We are located in picturesque Athens, OH, which provides a classic residential learning environment for over 20,000 students on the main campus and is a family-friendly and culturally rich community located amidst scenic state and national parks just 75 minutes southeast of Columbus, Ohio.

Review of applications will begin immediately and continue until the position is filled. Please contact Dr. Gary Coombs, Chair of the Management Department, with any questions concerning this position at 740-593-9322 or via email at coombs@ohio.edu. More information about Ohio University is available at http://www.ohio.edu and highlights of the College of Business experience are available at http://www.cob.ohio.edu.

The application process will be managed through our on-line Human Resources portal at https://www.ohiouniversityjobs.com/. Ohio University is committed to creating a respectful and inclusive educational and workplace environment. Ohio University is an equal access/equal opportunity and affirmative action employer with a strong commitment to building and maintaining a diverse workforce. Women, persons of color, persons with disabilities, and veterans are encouraged to apply.

Minimum Qualifications: Candidates must be ABD or possess a doctorate or equivalent degree in strategy from an AACSB or equivalent accredited institution.

The College of Business and Public Administration at Old Dominion University seeks highly qualified applicants for a tenure track Assistant Professor position in Maritime and Supply Chain Management beginning July 25, 2014.

Candidates should possess a PhD degree and have a strong scholarly background in maritime business, logistics, or international business with a focus on maritime studies. ABDs who are close to completion will be considered. The candidates should have excellent oral and written communication skills. Preference will be given to applicants having analytical maritime business publications or other written evidence that would suggest knowledge of maritime business as well as the ability to undertake analytical research.

Applicants should email a letter of interest, curriculum vitae, names and contact information for three references, teaching evaluations, and either a graduate transcript or list of completed graduate courses to: Dr. Wayne Talley, Maritime and Supply Chain Management Discipline, Department of Information Technology and Decision Sciences, Old Dominion University, Norfolk, VA 23529-0219. Telephone: (757) 683-3534, e-mail: wktalley@odu.edu. Review of applicants will begin December 1, 2013 and continue until the position is filled.

Old Dominion University is a residential and research-extensive public institution with a total student enrollment of 25,000, with approximately 6,000 graduate students. A third of the students are from minority backgrounds and over 1,100 are international students from 94 countries. ODU has a full time equivalent diverse faculty of over 750 of which 40% are female. The University’s primary campus is located in Norfolk, VA, one of the seven cities that make up the historic Hampton Roads region of Virginia which, with a diverse population of 1.7 million, is a major recreation area, and home to the Port of Virginia and the largest naval base in the world. Programs are also offered at three Higher Education Centers in the region and through Distance Learning. The College of Business and Public Administration is committed to the concept that diversity in people and ideas enhances the educational experience in every management education program.

Old Dominion University is an equal opportunity/affirmative action institution and requires compliance with the Immigration Reform and Control Act of 1986.

In Olin Life in China, a fictional insurance company is looking to expand into China. Three top officers will need to go to Shanghai to begin a negotiation process with the China Insurance Regulatory Commission. The purpose of the simulation is to teach negotiation strategies as well as the culture of Chinese business. The simulation is available for purchase on the site.

The tremendous growth in foreign direct investment over the past three decades has resulted in a need to staff hundreds of thousands of foreign affiliates of multinational enterprises (MNEs) (UNCTAD, 2015) in increasingly diverse, under researched territories many of which may require polycontextually sensitive research approaches designed to unearth “multiple and qualitatively different contexts embedded within one another” (Shapiro, Von Glinow & Xiao, 2007: 129). The staffing needs in these MNE affiliates, especially at managerial and technical levels, have often been met through the deployment of company-assigned expatriate employees, i.e. “employees working for business organizations, who are sent overseas on a temporary basis to complete a time-based task or accomplish an organizational goal” (Shaffer, Kraimer, Chen, & Bolino, 2012: 1286). This development has been paralleled by a substantial and evolving body of literature on expatriate management (Dabic, González-Loureiro & Harvey, 2015) and international human resource management (Tung, 2016). This burgeoning literature has taught us much about the critical and expensive resource that are expatriate employees, including an understanding of all stages of the expatriate cycle, i.e. recruitment, selection, on-arrival and on-site support and repatriation.

Given their criticality as a talent pool and the expense involved, it is only natural that we concentrated most of our collective research efforts on these focal individuals, i.e. the expatriate employees themselves. However, in doing so, we often overlooked the fact that expatriates neither live nor work in a vacuum. Rather, they share their space and experiences with other stakeholders, who also have a legitimate interest in how the international assignment unfolds and its consequences. Thus families (partners/spouses, children and members of the extended family), who either join the employee on assignment or stay home, co-workers at various levels (superiors, peers and direct reports among host country nationals (HCNs), parent company colleagues and third country nationals), external business contacts (customers, suppliers, etc.), the HR and international mobility functions in the home and host countries, host communities and entire nations, among others, all have a legitimate, if varying stake, in the process. Consequently, our literature has been criticised for being overly expatriate-centric to the detriment of its empirical and theoretical advancement (e.g. Takeuchi, 2010) and calls have been made for the incorporation of greater stakeholder perspectives and accounts in the expatriate literature (Doherty & Dickmann, 2012; Takeuchi, 2010).

Freeman (1984: 46) defines a stakeholder as “any group or individual who can affect or is affected by the achievement of the organization’s objectives”. While some important stakeholders have been recognised, a systematic mapping of relevant and legitimate stakeholders and their stake in the expatriate management process is still outstanding, as is a detailed analysis of how each stakeholder influences and is influenced by expatriates. Where, for example, HCNs have been recognised as relevant actors, it was their impact on the expatriate that was the focus of attention rather than the other way round (e.g. Toh & DeNisi, 2007). Some studies that have recognised multiple stakeholders in the expatriate management process have nonetheless focused on the expatriate’s performance as the terminal variable of interest (e.g. Malek, Budhwar & Reiche, 2015) while others such as Bonache, Sanchez and Zárraga-Oberty (2009), in examining the effect of the perceived unfairness of expatriate compensation levels on HCNs have sought to inject a less expatriate-centric perspective into their inquiry.

Not only do other stakeholders influence expatriates and are being influenced by expatriates, but in each case this influence can be detrimental or benign. The stakeholder and expatriate can be a problem or a resource in each case, a fact that so far has been mainly recognised in the context of the expatriates’ work-family interface (e.g. Haslberger, Hippler & Brewster, 2015). However, this could arguably extend to several other stakeholders.

What constitutes ‘expatriate success’ is still subject to much debate; even the appropriate conceptualization of ‘expatriate performance’ is much contested (Haslberger, Brewster & Hippler, 2014). With regard to other stakeholders, this debate has hardly commenced. What constitutes assignment success for an accompanying spouse or partner? For an accompanying child? For a HCN peer? For a host government? What, exactly, is ‘at stake’ for them?

Haslberger et al. (2014) have drawn attention to the importance of a temporal perspective when assessing the success of an expatriate. This importance extends to other stakeholders. During the expatriate assignment, an accompanying partner might experience a career interruption (a cost now), but may gain valuable international experience that furthers his or her career upon return (a benefit later). Moreover, the various stakeholders may gain or lose salience at different points in time throughout the assignment. Expatriates may require extensive support from the foreign HR department immediately upon arrival until they have moved into their new accommodation, have registered with the relevant authorities and have obtained a bank account and insurance, but might require relatively little support after this initial phase. Moreover, the cost-benefit-analysis can change over time. HCNs may have to invest considerable amounts of time in supporting the expatriate in the early stages of an assignment (costs outweigh benefits), but gain valuable knowledge from the expatriate later on (benefits outweigh costs). We feel there is an urgent need to adopt a process view, establishing not only who the relevant stakeholders are, but when they emerge as salient and when they are beneficial for the assignment and/or benefit themselves and when they are detrimental to the assignment and/or themselves affected negatively by the assignment.

In addition, the literature has yet to investigate mediated effects to any significant extent. What, for example, is the effect of the knowledge gained from an expatriate on the HCNs’ performance, and through this, on the subsidiary’s overall performance over time? How does the social capital an HCN gains (‘knowing whom’) affect his or her individual career outcomes in the longer term?

Against the backdrop of these debates, for this special issue we are particularly interested in manuscripts that:

  • Access multiple sources of data, especially stakeholder-generated data; 
  • Adopt an interdisciplinary perspective and draw on theories outside the narrow confines of (I)HRM or I/O psychology, e.g. medicine, family systems, sociology, etc.;
  • Suggest or test relationships that go beyond the assumption of simple, direct and unidirectional causality;
  • Focus on the effect expatriates and expatriation have on other stakeholders, something which is a real lacuna in our current knowledge base, along with the effect of other stakeholders on the expatriate;
  • Integrate the consideration of various stakeholders including their sometimes opposing influences, challenges and interests, e.g. a host government’s interest in knowledge transfer versus the local population’s dislike of foreigners, or a host-country unit’s interest in keeping and localising the expatriate versus the parent unit’s interest in repatriating him or her;
  • Disaggregate stakeholders into constituent groups so that we might better understand who are the relevant stakeholders at the micro-level and how do effects aggregate, e.g. the interests of the parent company’s global mobility function may not be identical with that of the sending technical function, or the interests of HCN co-workers may not match with those of the host community at large;
  • Explicate the mechanisms underlying the effects expatriates and stakeholders have on each other rather than simply establishing the existence of an effect.

Potential questions that manuscripts for this special issue might address could include, but are not limited to, the following:

  • What theoretical lenses offer the prospect of unearthing and landscaping stakeholder priorities in expatriation?
  • How would the use of a stakeholder lens alter and shape the direction of academic enquiry in expatriation?
  • Who are the legitimate stakeholders in the expatriation process and what is the nature of their stake?
  • How do expatriates affect the parent company context, e.g. by rising through the ranks upon return and shaping strategy?
  • How do expatriates influence the foreign subsidiary where they are assigned?
  • What is the relationship between expatriates and HCN colleagues?  How do they influence each other?
  • How do country-level variables affect the expatriate experience, e.g. racism or nativism?
  • What are the short-term and long-term career consequences of international assignments for accompanying partners or spouses?
  • What are the consequences, beneficial and detrimental, of international assignments for accompanying children both medium (completing secondary schooling successfully) and long-term (life chances)?
  • How does the local population react to expatriates who feel they need to live separately from them, e.g. by being housed in guarded compounds?

Both conceptual and empirical contributions are welcome.

Submission Process and Timeline

Submitted papers must be based on original material not under consideration by any other journal or publishing outlet. The editors will select up to 5 papers to be included in the Special Issue, but other submissions may be considered for regular issues of the journal. All papers will undergo a double-blind peer review process and will be evaluated by at least two reviewers and a Special Issue editor.

To be considered for the Special Issue, manuscripts can be submitted anytime between April and September 2017 but no later than 30 September 2017, 5:00pm Central European Time. Final acceptance is dependent on the following:

  1. Theoretical contribution: Does the article offer novel and innovative insights and/or meaningfully extend existing theory in the field of global mobility?
  2. Empirical contribution: Does the article offer novel findings and are the study design, analysis, and results rigorous and appropriate in testing hypotheses or research questions?
  3. Practical contribution: Does the article improve the management of global mobility?
  4. Contribution to the special issue topic.

    Authors should prepare their manuscripts for blind review according to the Journal of Global Mobility author guidelines, available at www.emeraldinsight.com/jgm.htm. Please remove any information that may potentially reveal the identity of the authors to the reviewers. Manuscripts should be submitted electronically at: http://mc.manuscriptcentral.com/jgmob. For enquiries regarding the special issue please contact either of the two Guest Editors, Thomas Hippler at thippler@essex.ac.uk or Michael Morley at michael.morley@ul.ie

Important dates

Paper submission deadline: 30 September 2017

Acceptance notification: March 2018

Publication:  June 2018

References

Bonache, J., Sanchez, J. I., & Zárraga-Oberty, C. (2009). The interaction of expatriate pay differential and expatriate inputs on host country nationals' pay unfairness. The International Journal of Human Resource Management, 20(10), 2135-2149.

Dabic, M., González-Loureiro, M.  & Harvey, M. (2015) Evolving research on expatriates: what is ‘known’ after four decades (1970–2012), The International Journal of Human Resource Management, 26:3, 316-337.

Doherty, N. & Dickmann, M. (2012). Measuring the return on investment in international assignments: An action research approach. The International Journal of Human Resource Management, 23(16), 3434-3454.

Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. London: Pitman.

Haslberger, A. Brewster, C. & Hippler, T.  (2014)  Managing Performance Abroad: A New Model for Understanding Expatriate Adjustment. Studies in Human Resource Development. New York: Routledge. 

Haslberger, A., Hippler, T. & Brewster, C. (2015) 'Another Look at Family Adjustment.' In: Mäkelä, L. and Suutari, V., (eds.) Work and Family Interface in the International Career Context. Springer, pp. 53-70.

Malek, A.  M., Budhwar, P., & Reiche, B. S. (2015). Sources of support and expatriation: a multiple stakeholder perspective of expatriate adjustment and performance in Malaysia. The International Journal of Human Resource Management, 26(2), 258-276.

Shaffer, M. A., Kraimer, M. L., Chen, Y. P., & Bolino, M. C. (2012). Choices, challenges, and career consequences of global work experiences: A review and future agenda. Journal of Management, 38, 1282-1327.

Shapiro, D.L., Von Glinow, M.A. & Xiao, Z. (2007). Toward polycontextually sensitive research methods, Management and Organization Review 3(1), 129–152.

Takeuchi, R. (2010). A critical review of expatriate adjustment research through a multiple stakeholder view: Progress, emerging trends, and prospects. Journal of Management, 36(4), 1040-1064.

Toh, S. M., & DeNisi, A. S. (2007). Host country nationals as socializing agents: A social identity approach. Journal of Organizational Behavior, 28, 281-301.

Tung, R. L. (2016). New perspectives on human resource management in a global context. Journal of World Business, 51(1), 142-152.

UNCTAD (2015) World Investment Report 2015. New York: United Nations

Context

Multinational enterprises (MNEs) operating in this era of nationalist rhetoric and mercantilist behavior encounter growing nonmarket threats and uncertainty. Increased anti-globalization sentiment and legislation require MNEs to adjust and adapt their corporate strategies (Doh, Lawton, and Rajwani, 2012). There is extensive literature on political risk and regulatory uncertainty (Brewer, 1993; García-Canal and Guillén, 2008; Henisz and Delios, 2001; Henisz and Zelner, 2003; John and Lawton, 2017; Kobrin, 1979; White, Boddewyn, and Galang, 2015). In contrast, with a few notable exceptions (White, Hemphill, Joplin, and Marsh, 2014), there is scant research on multinational nonmarket strategy that explores both socio-political risks and uncertainty derived from government policies, particularly arising from increased nationalism and protectionism. 

Compared to the post-Cold War 1990s, when firms flourished due to the neo-liberal environment that embraced globalization, the decade since the 2008 global economic crisis has been characterized by increased populism and skepticism towards globalization. Populist movements and leaders have largely focused on inequality and those left behind by globalization, but also on new technologies, as low skilled workers in advanced economies have increasingly become redundant due to automation, outsourcing, and offshoring (Oestreich, 2002). These sentiments and resultant nationalism were evident, for instance, in the 2016 U.S. presidential election results, as well as election results in the Philippines, Hungry, Mexico and Turkey, the 2017 Brexit referendum vote, and the 2018 Italian election leading to the first populist government in a large EU country. There is increased evidence to suggest a new world order is emerging due to greater focus by governments on national interests rather than multinational solutions (Globerman, 2017). The issues underlying this surge in populism are giving rise to viable political associations, parties and interests, which have largely elicited dismissive and passive aggressive responses from the established political classes, both at national and international levels (Avioutskii and Tensaout, 2016). This can be evidenced in the defensive response of the EU institutional leadership to populist victories in member countries including Greece, Hungary, and Italy. As a result, this standoff has increased uncertainty for MNEs pondering investment, expansion opportunities, and locational choices. 

Many economies around the world are now framed by weaker political and regulatory institutions, resulting in nonmarket threats such as border and migration disputes, judicial arbitrariness, increased regulatory uncertainty, and rising social inequality. Therefore, many MNE strategic decisions are seriously challenged, and constrained, due to these institutional uncertainties and shortcomings. Further, whereas some MNEs benefit from these developments, most are dealing with increased costs, time, and insecurity burdens in their markets and supply chains. Numerous countries also face rising threats of terrorism, an increase in arbitrary legal rulings, government instability, lop-sided and underdeveloped consumer markets, and potentially destabilizing levels of youth unemployment. Much of the blame for these problems is apportioned to free trade, opportunistic foreign direct investment practices, liberal immigration policies and open borders, thus giving rise to anti-globalization movements. Therefore, these countries have developed far reaching new laws on migration, climate change, and corporate tax. MNE corporate strategies are undoubtedly challenged by this populist and anti-globalization sentiment. In response to these institutional shifts, MNEs are going through major strategic changes that involve new capability development or re-thinking capabilities in nonmarket arenas.

Given the implications for international business and management research during this new wave of nationalism (Meyer, 2017), and the attendant socio-political risk and regulatory uncertainty, there is a salient need for more research focused on MNE nonmarket strategies. Therefore, the aims of this special issue are to focus on (1) the conceptualization of responses that MNEs can develop to manage and mitigate these anti-global challenges; and (2) theorization concerning the types and forms of nonmarket strategies that can be adopted and implemented in order to enhance competitive advantage in contexts where nationalism and geopolitical risk is high. Academic research on these issues can generate new theoretical insights into the relationship between nonmarket threats and corporate level strategic decision-making, in relation to government policies, socio-political risk, institutional uncertainty, and an anti-global business environment.

Key Issues

Papers should preferably investigate how anti-globalization and mercantilist nonmarket threats are shaping MNE structures and operations, governance, strategic principles and practices, and outcomes. Papers could deal with the following issues (although innovative work in related and relevant areas will also be welcome):

  • MNE nonmarket capability development and the local political economy, with a focus on anti-globalization policies
  • Corporate strategy and nonmarket risk management in Europe, North America, the Middle East, or Asian regions
  • How MNEs are affecting institutional changes in different countries and regions characterized by populist movements
  • How MNEs engage external stakeholders, such as religious and ideological groups, political institutions, legal and regulatory institutions, powerful political actors and civil society organizations, to mitigate anti-globalization movements
  • Resilience and recovery from anti-globalization following the closure of MNE subsidiaries
  • MNE nonmarket strategy and business model innovation in nationalistic environments
  • The possibilities and limits of corporate social responsibility, corporate power, authority and legitimacy in an era of anti-globalization
  • Local governments, global talent strategies, and corporate strategies: how anti-globalization sentiment and forces impact winners and losers in international competition
  • Nonmarket strategy, anti-globalization, market entry mode and corporate structures.
  • How does the convergence of factors such as corruption and de-institutionalization within countries undergoing ultra-populist movements influence MNE strategies?  
  • Re-shoring, tax configuration, M&A, and corporate divestments as MNE responses to anti-globalization sentiment and nationalist policies 
  • Are political ties and relationships still important? Do lobbying practices need to adapt to a changing world? What role do they play during this period of anti-globalization?

The special issue is open and competitive with submitted papers undergoing the normal rigorous double-blind review process to ensure relevance and quality. The key criteria for acceptance of manuscripts are (1) relevance to the theme of the special issue; (2) scholarly rigor of analysis; and (3) novel and innovative arguments and findings. Papers focused on the development of theory and/or testing the boundaries of theory are particularly welcome. Submitted papers must be original work not under consideration by any other journal or outlet. Reviewers for papers submitted to the Special Issue will be drawn from the Special Issue Editorial Review Board and the MBR Editorial Review Board. No submission will be reviewed prior to the closing date. 

Submission Process:

Between January 1 and March 1, 2020, authors should submit their manuscripts online. A guide for authors and other relevant information for submitting papers are available on MBR’s web page.  All submissions should be submitted electronically to http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=mbr  SI as the article type.

For more information:

Prospective authors are urged to contact the guest editors with their initial proposals or ideas well in advance of the deadline for final paper submission.

Contact details:

Sample of relevant references:

Avioutskii, V. and Tensaout, M. (2016), “Does politics matter? Partisan FDI in Central and Eastern Europe”, Multinational Business Review, Vol. 24, pp. 375-398.

Brewer, T. L. (1993), “Government policies, market imperfections, and foreign direct investment”, Journal of International Business Studies, Vol. 24, pp. 101-120.          

Doh, J. P., Lawton, T. C. and Rajwani, T. (2012), “Advancing nonmarket strategy reseach: Institutional perspectives in a changing world”, Academy of Management Perspectives, Vol. 26, pp. 22-39.

Garcia-Canal, E. and Guillen, M. F. (2008), “Risk and the strategy of foreign location choice in regulated industries”, Strategic Management Journal, Vol. 29, pp. 1097-1115.

Globerman, S. (2017), “A new era for foreign direct investment?”, Multinational Business Review, Vol. 25, pp. 5-10.

Henisz, W. J. and Delios, A. (2001), “Uncertainty, imitation, and plant location: Japanese multinational corporations, 1990-1996”, Administrative Science Quarterly, Vol. 46, pp. 443-475.

Henisz, W. J. and Zelner, B. A. (2005), “Legitimacy, interest group pressures, and change in emergent institutions: The case of foreign investors and host country governments”, Academy of Management Review, Vol. 30, pp. 361-382.

John, A. and Lawton, T. C. (2017), “International political risk management: Perspectives, approaches and emerging agendas”, International Journal of Management Reviews, https://doi.org/10.1111/ijmr.12166.

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

Meyer, K. E. (2017), “International business in an era of anti-globalization”, Multinational Business Review, Vol. 25, pp. 78-90.

Oestreich, J. E. (2002), “What can businesses do to appease anti-globalization protestors?”, Business & Society Review, Vol. 107, pp. 207-220.

Viatcheslav, A. and Tensaout, M. (2016), “Does politics matter? Partisan FDI in Central and Eastern Europe”, Multinational Business Review, Vol. 24, pp. 375-398.

White, G. O., Boddewyn, J. J. and Galang, R. M. N. (2015), “Legal system contingencies as determinants of political tie intensity by wholly owned foreign subsidiaries: Insights from the Philippines”, Journal of World Business, Vol. 50, pp. 342-356.

White, G. O., Hemphill, T. A., Joplin, J. R. W. and Marsh, L. A. (2014), “Wholly owned foreign subsidiary relations-based strategies in volatile environments”, International Business Review, Vol. 23, pp. 303-312.   

Open innovation describes an innovation paradigm shift from a closed to an open innovation model (Chesbrough, 2003). With this idea, the term open innovation became one of the most common used buzzwords of recent years, with a plethora of research. To date, many companies are already using these principles in practice as well, especially when it comes to the integration of customers. However, the concept has been criticized for being too prescriptive and for offering little new to innovation research or practice (Trott and Hartmann, 2009). For instance, the lead-user concept (von Hippel 1988, 2005) became one of the most important trends in innovation management in the last ten years, but is open innovation any more than the lead-user concept (see IJIM Special Issue on User Innovation, 2008, 12(3))?

Hardly anybody outside a company knows its products and processes better than its suppliers (Bessant, 2003; Petersen et al., 2003; von Hippel, 1995).
Research confirms that intensive integration of suppliers in the value creation process positively influences the success of the company, particularly in highly competitive industries (Wingert, 1997). This is a result of the progressing reduction in the depth of value creation of manufacturers and the increasing transfer of know-how towards the suppliers.
In multilevel business-to-business relationships, the suppliers often have the best or the only access and comprehensive knowledge about the end users (Groher, 2003). A practical example for supplier integration is the use of guest engineers (Maylor, 2001). Therefore, suppliers determine the scope of possible innovations, which most companies do not actively use yet. The main risk for suppliers is the danger of releasing or using confidential expertise gleaned from other sources. Reciprocal trust is critical for this to work (Groher, 2003). Instruments such as the continuous improvement model or collaborative engineering already involve the suppliers, but mostly on an operative level only. Hence, suppliers are an important source for open innovation.

In this context, theoretical and conceptual papers on supplier integration and challenges on the firm level are welcome. Empirical studies that feature examples and results of supplier integration are encouraged, as well as papers on success factors and risks. Comparative studies that examine similarities and differences between different sectors and countries are also welcome.

Subject coverage

Topics include but are not limited to:

1. Theoretical aspects
2. Open and closed innovation frameworks
3. Supplier integration models
4. Determination of integration levels
5. Interfaces to other open innovation methods
6. Management of know-how transfer
7. Research on success factors
8. The role of the companies size
9. Organization within the companies
10. Management of networks
11. Marketing of innovations
12. Country comparisons
13. Networks for service development and delivery
14. Firm-level challenges
15. Selection of appropriate partners
16. Resource management
17. Use of collaboration tools
18. Evaluation of appropriate ideas
19. Determination of process interfaces
20. Incentive systems
21. Legal issues
22. Cultural aspects
23. Risk management
24. Innovation marketing and communication
25. Commercialisation of results
26. Best practice examples
27. Feedback and controlling principles

Notes for prospective authors

Submitted papers should not have been previously published or be currently under consideration for publication elsewhere. All papers will be refereed through a doubleblind peer review process. A guide for authors, sample copies and other relevant information is available at http://www.worldscinet.com/ijim

Important Dates

1-2 page abstract 1st November 2009
Submission of manuscripts 1st February 2010
Notification to authors 15th March 2010
Final drafts of papers 1st June 2010
Publication Autumn 2010

You are invited to contact the guest editor to discuss the topic of a possible paper in advance: brem@vend-consulting.com

Since Henry Chesbrough coined the term “open innovation” and introduced it as imperative for creating and profiting from technology in 2006, there has been growing recognition of open innovation business models among academicians and business managers. Consequently, publications on the exploration, application, and assessment of open innovation have spurred in recent years. There is almost consensus among scholars and practitioners that open innovation provides firms with leverage of knowledge expansion resulting in competitive advantages and above-average returns. One of the major means of achieving open innovation has been strategic alliances between firms, and between firms and research institutions. This edited volume will contribute to our understanding of open innovation through strategic alliances by demonstrating its principal forms, issues, and challenges in different industries, and in national and international contexts.

TENTATIVE TABLE OF CONTENT (suggested topics, but not limited to those listed below).

         Open Innovation Business Models and the Role of Strategic Alliances (already authored by the editor)
         Theoretical Foundations of Open Innovation and its Connection to Strategic Alliances
         Open Innovation through Joint Ventures
         Open Innovation through R&D Partnerships
         Open Innovation through Organizational Networks
         Open Innovation through Collaborative Community of Firms
         Business-University Collaboration for Innovation
         Strategic Alliances for Open Innovation in Specific Industries 1 (to be named)
         Strategic Alliances for Open Innovation in Specific Industries 2 (to be named)
         Strategic Alliances for Open Innovation in a Global Context
         Building and Managing Trust between the Partners for Open Innovation
         Challenges and Prospects of Strategic Alliances for Open Innovation

IMPORTANT DATES:

April 30, 2013             Submission of an abstract of the manuscript

June 30, 2013              Submission of the completed manuscript

July 15, 2013              Submission of revision of the manuscript, if it is necessary

 

Refik Culpan, Ph.D. (Editor)
Pennsylvania State University at Harrisburg
Middletown, PA 17057, USA
Email: rculpan@psu.edu
Phone: 717 948 6166

International Manufacturing Strategy in a Time of Great Flux

The Springer series addressing Operations Management, MEOP - Measuring Operations Performance is devoting its next peer-reviewed volume to the topic of International Manufacturing Strategy and Performance. International Manufacturing is operating within a time of great flux. While off-shoring of activities dominated over recent decades, near-shoring and re-shoring are increasingly being considered and observed in practice. At the same time, technologies such as 3D-prinitng are gaining greater traction while the role of ICT and data analytics is gaining increasing prominence in the international manufacturing landscape.

While issues related to the environment are also figuring more prominently in international manufacturing considerations, uncertainty around the cost of energy has recently arisen with long-time assumptions being called into question. International manufacturing is also experiencing greater servitisation. Considerations such as those identified above raise questions around the content and direction of International Manufacturing Strategy and its impact on Performance. Accordingly, it is timely to consider the state of International Manufacturing Strategy and how it is responding to them.

This volume will focus on International Manufacturing Strategy in a time of flux. It will seek to assess the state of International Manufacturing Strategy and how recent developments, whether pertaining to configuration, technology, the environment and otherwise are impacting it in terms of its content and direction and in other ways and in its relationship to Manufacturing Performance. Contributions are invited that address the above theme focusing on the following topics. However, this is not an exclusive list and all contributions that relate to the theme will be considered.

  • The state of International Manufacturing Strategy
  • Forces influencing International Manufacturing Strategy
  • International Supply Chain Transformations
  • Changing configuration conditions and International Manufacturing Strategy
  • E2E international supply network integration
  • ICT and International Manufacturing Strategy
  • Technology disrupted international supply chains
  • Digitally-enabled customercentric supply chains
  • International Manufacturing Strategy and the Green agenda
  • The circular economy and the impact of sustainability
  • Risk and resilience of global supply networks
  • The influence of emerging technologies on International Manufacturing Strategy
  • The interplay of International Manufacturing Strategy and servitisation
  • Emerging Multinationals and their impact on International Manufacturing Strategy
  • Data analytics and International Manufacturing Strategy

The editors will select submissions for peer review.

The following are the key dates:

Proposals Submission: 01/12/2015

Proposals Acceptance: 15/12/2015

Full Paper Submission due: 15/01/2016

Editors select submissions for peer review: 15/02/2016

Reviews returned to contributors with directions from editors: 15/03/2016

Resubmissions due: 15/05/2016

Manuscript submitted to Springer: 30/06/2016

Proposal submissions should be sent to the volume editors Professor Andrea Chiarini (andrea.chiarini@unife.it ), Professor Louis Brennan (brennaml@tcd.ie) and Professor Alessandra Vecchi (alessandra.vecchi@unibo.it) no later than 1/12/15.

The book will be suitable to be used as a teaching aid in a variety of courses in different disciplines (ranging from International Business, Operations Management to Production Management) both at undergraduate and postgraduate level. Additionally the book will be relevant to academic, researchers and practitioners who have a keen interest in the manufacturing industry.

Thunderbird International Business Review is pleased to invite submissions to a special issue which will address issues faced by Chinese multinationals investing in the U.S. market. While the special issue has a focus on Chinese multinationals in the U.S. market, we also invite submissions on Chinese multinationals in other countries as compared to United States (Child & Rodrigues, 2005).  Papers dealing with intersections between theory and practice are especially encouraged (Alon, Yeheskel, Lerner, & Zhang, 2013; Jansson & Söderman, 2012; Quer, Claver, & Rienda, 2012).

Chinese firms have quickly become instrumental players in the global marketplace and are on a U.S. buying spree (Yang, Yang & Doyle, 2013).  Outbound Chinese FDI in January 2014 was $7.23 billion, up 47.2 percent from a year earlier and expected to exceed for the first time the inbound FDI in 2014. In 2013, Chinese firms invested more than $14 billion in the United States, and are continuing to search for new markets and new ventures. In the first quarter of 2014, Chinese firms spent $1.36 billion on 26 FDI transactions in the United States. This tremendous growth has been driven by large-scale acquisitions in food, energy and real estate.

Although some Chinese firms have gained a solid foothold in the United States (e.g., Lenovo and Haier), the U.S. market remains notoriously difficult for outsiders to enter. Many European, Japanese and Latin American firms have come to the United States with high hopes, only to retreat or go through a painful readjustment of expectations.  Growing up in a distinctly different institutional environment (Deng, 2013; Yang & Stoltenberg, 2014), how have Chinese firms been managing the legal, financial and economic risks in the United States (Tan & Wang, 2011)?  How are Chinese firms addressing the opportunity and challenges faced in the United States? What are the strengths and weaknesses of Chinese multinationals implementing a marketing and R&D strategy, and even manufacturing across the United States?  We welcome papers addressing these issues and related topics.

Topics of Special Interest:

  • Entrepreneurship, innovation & technology transfer by Chinese multinationals
  • Contributions to the U.S. economy
  • Challenges of Localization: Product safety, environmental and labor issues, intellectual property, regulatory, and legal issues.
  • Image: Managing skepticism toward the globalization of China business
  • Politics: Managing conflict and relationships with local and national governmental entities
  • Motivations in Chinese enterprises in the United States
  • Adapting Chinese managerial practices to the U.S. market
  • Marketing Chinese brands in the United States
  • Impact of CSR philosophy and practice in China vs. United States
  • HR: Recruiting, developing, rewarding and retaining talent in Chinese enterprises operating in the United States
  • M&A of Chinese firms in the United States: Challenges and opportunities
  • Chinese investment in real estate & hospitality industry; Chinese tourism in the United States

The topics listed are meant to be illustrative; submissions on any topic that relates to the theme of Chinese multinationals are encouraged.

Submissions should be prepared in accordance with Thunderbird International Business Review's style guide and submitted to http://mc.manuscriptcentral.com/tibr by June 30, 2015. Be sure to indicate that it is for the special issue, Opportunities and Threats for Chinese Multinationals. The special issue is tentatively scheduled to be published in 2016.

For additional information and questions, please email chinabusiness@usfca.edu.

The College of Business at Oregon State University invites applicants for an anticipated full-time (1.0 FTE), nine-month, tenure-track teaching position in Strategic Management at the rank of Assistant Professor to begin September 2010. Salary is competitive and commensurate with education and experience. Benefits are excellent.

Primary teaching responsibilities involve delivering undergraduate and graduate courses in Strategic Management. Scholarly activities are expected to result in peer-reviewed top journal publications.

The College of Business has 2198 undergraduate majors, 659 minors and 89 graduate students. The College of Business joins with other departments and colleges in new initiatives to respond to the needs and concerns of OSU's increasingly multicultural student body, and to join the ranks of top tier colleges of business across North America in teaching excellence, cutting edge research, industry partnerships and community service

Required qualifications include:

(1) An appropriate earned doctorate from an AACSB-International accredited university or equivalent with an emphasis in Strategic Management.

(2) Evidence of potential for research and scholarly publication and teaching effectiveness.

Preferred qualifications include:

(1) Teaching experience at the university level.

(2) Relevant professional non-academic work experience and ability to develop strong linkages with the business community.

(3) Practical and/or academic experience in the areas of entrepreneurship, innovation, technology commercialization or sustainability.

(4) A demonstrable commitment to promoting and enhancing diversity.

To apply, applications must be submitted using the university’s on-line application process located at web: http://oregonstate.edu/jobs Posting No. 0004430. For full consideration, applications should be submitted by 9/15/2009. Candidates should submit a (1) letter of interest that clearly indicates the applicant’s interest in the Strategic Management position, (2) A vita, (3) summary information of courses taught and student evaluations, (4) names, addresses and phone numbers of three professional references and (5) a brief statement that describes research interests and teaching philosophy.

For more information, e-mail: gina.torgersen@bus.oregonstate.edu, phone: (541) 737-4276. Fax: (541) 737-6023. See full position announcement athttp://oregonstate.edu/jobs. OSU is an AA/EOE.

Otterbein University, a comprehensive liberal arts institution in the suburban Columbus, Ohio area, invites immediate applications for an assistant, associate, or full professor position in International Business with the appointment beginning in the academic year 2013-2014. This is a tenure-track position with commensurate expectations for teaching, scholarship and service. Candidates with expertise in this area may also combine this position with our posted MBA Director responsibilities in a non-tenure-track role (being advertised separately on Otterbein’s webpage).

Qualifications: Ph.D. in International Business or related fields from an AACSB accredited college of business/economics or be within one year of degree completion (ABD). He/she must possess superior communication and organization skills. The candidate must also be able to work as part of an academic team where collegiality and mutual support are prerequisites for success. Experience with blended and on-line teaching is preferred. Candidates who indicate an interest in playing an active role in departmental administration will receive special consideration.

Responsibilities include: teaching diverse, talented students in undergraduate and graduate level courses, providing service to the Department and community, advising graduate/undergraduate students, and creating new knowledge through appropriate research. Research priorities focus on refereed output. The successful candidate could be expected to teach in the areas of International Business and Management, Cross-Cultural Management and Organization, International Business Seminars, Business Strategy, International Marketing, MBA International Business, MBA Special Topics in International Business, MBA Business Strategy, and the possible creation of new International Business Courses in the curriculum.

For complete job description, required qualifications, and application procedures please visit www.otterbein.edu/careers. Email submissions: academicjobs@otterbein.edu. Review of applications will begin immediately and continues until the position is filled. Otterbein University is an EEO Employer.

Otterbein University, a comprehensive liberal arts institution in the suburban Columbus area, invites immediate applications for an assistant, associate, or full professor position in International Business with a background in Strategy with the appointment beginning in August 2014.

This is a tenure-track position with commensurate expectations for teaching, scholarship and service.

Responsibilities include: teaching diverse, talented students in undergraduate and graduate level courses, providing service to the Department and community, advising graduate/undergraduate students, and creating new knowledge through appropriate research. Research priorities focus on refereed output. The successful candidate could be expected to teach in the areas of International Business and Management, Cross-Cultural Management and Organization, International Business Seminars, Business Strategy, International Marketing, MBA International Business, MBA Special Topics in International Business, MBA Business Strategy, and the possible creation of new International Business Courses in the curriculum.

Qualifications: The incumbent must have an earned Ph.D. in International Business or related fields from an AACSB accredited college of business/economics or be within one year of degree completion (ABD). He/she must possess superior communication and organization skills. The incumbent must also be able to work as part of an academic team where collegiality and mutual support are prerequisites for success. Experience with blended and on-line teaching is preferred. Candidates who indicate an interest in playing an active role in departmental administration will receive special consideration.

Application: Send letter of interest, curriculum vitae, and three (3) current letters of reference to: Dr. Barbara Schaffner, Dean of the School of Professional Studies and The Graduate School, Otterbein University, 1 South Grove Street, Westerville, OH 43081. Email submissions: academicjobs@otterbein.edu. Review of applications begins immediately and continues until the position is filled. Otterbein University is an EEO Employer.

Research Officer, DILIC Project
Oxford Department of International Development, Oxford University
Grade 7: Salary £29,249 - £35,938 p.a.

The Technology and Management for Development Program (PTMD) is seeking to appoint a postdoctoral Research Officer to work on the research project “The Diffusion of Innovation in Low Income Countries” (DILIC). Activities include original research and fieldwork, participating in the day-to-day activities of the project, and producing both sole-authored and co-authored publication including monographs and journal articles. The postholder will contribute to the advancement of the PTMD research by organising a range of activities including seminars, workshops, conferences and other events.

The successful candidate will have completed (or be close to completing) a doctorate in a relevant social science (Science and Technology Studies; Economics; Business and Management Studies; Development Studies; African Studies), and will have relevant research experience, preferably relating to innovation, technology and industrialisation in developing countries. Based in Oxford, the post will require travel overseas for up to 36 weeks over the period of employment. This full-time post is funded for two years, to start in September 2012 or as soon as possible.

This research project is funded by the Economic and Social Research Council (ESRC) to investigate how technological innovation is diffused and adopted in Low-Income Countries (LICs). The award is part of a new joint programme between the ESRC and the UK Department for International Development (DFID) on economic growth in developing countries which aims to fund world-class research on issues relating to inclusive economic growth in LICs. The project is lead by Oxford University and involves collaboration with leading experts from UNU-MERIT and Africa.

The research aims to:
•         Understand the barriers to innovation creation and diffusion in LICs under institutional, resource and affordability constraints and the space for innovation policy;
•         Analyse the determinants of knowledge diffusion in LICs from leading innovators to latecomers, in particular the role of university-industry linkage and inter-firm networks;
•         Examine the effect of external knowledge diffusion to LICs, in particular the productivity impact of South-South trade and FDI with a special focus on Chinese trade and FDI in Africa;
•         Develop an SME open innovation network model to increase frugal innovation for the poorer societies in LICs.

Applications for this vacancy are to be made online. You will be required to upload a supporting statement and CV as part of your online application.

Only applications received before noon UK time on Thursday 10 May 2012 can be considered.
Contact Person :  Luci Cummings Vacancy ID :  102668
Contact Phone :   Closing Date :  10-May-2012
Contact Email :  recruitment@qeh.ox.ac.uk

For more details please see:
http://www.qeh.ox.ac.uk/about/vacancies/current-vacancies/vac_ro030412

The Management and Strategy Group at Ozyegin University seeks to fill several positions in Organizational Behavior, Leadership, International Business, Entrepreneurship and Strategy. The appointments are at the rank of Assistant, Associate or Full Professor. Applications are invited from ambitious individuals who have (or show evidence of building) an established international reputation and be willing to play a leading role in the further development of the management and strategy group at Ozyegin University.

Ozyegin University, established in 2007 at the heart of Istanbul, is a private, not-for-profit university, aiming to be Turkey's 1st "Third Generation University," i.e., a university that considers transformation of knowledge to economic value central to its mission. We have ambitious plans for development across the range of our activities and for building an outstanding reputation for academic innovation and achievement. OzU fosters an environment that is fast paced, intellectually stimulating and interdisciplinary, with its chief focus on research that is rigorous and relevant. Ozyegin University places strong emphasis on research and provides ample support to that end. Ozyegin University is an international university where the working language and language of education is English. All faculty members either received their PhDs abroad, worked abroad, or both. They thus bring a global point of view, which is very important in today’s business and academic environment. The business school offers degrees at all levels: undergraduate, MBA and EMBA, MSc and PhD. In addition, there is an active Executive Education program. Ozyegin University recently built very strong teams in finance, marketing and operations, and intends to have a strong team in management and strategy. The university has a Center for Entrepreneurship, Center for Energy, Environment, and Economy, Center for Computational Finance, Deloitte Leadership Institute, and Turkcell Startup Factory, supporting research and knowledge application in these areas. Further information on Ozyegin University can be found at www.ozyegin.edu.tr. Ozyegin University is located in the only city that spans two continents. Istanbul is the cultural, economic and financial center of the fast-growing Turkish economy that is in the top 20 in the world. Designated as a global city, it is an important node in the global economic system as well as an important hub for activity in the broader region.

Recruitment will continue on a ongoing basis until the positions are filled.

Deloitte Chair in Leadership Ozyegin University Graduate School of Business Ozyegin University (OzU) Graduate School of Business (GSB) has announced the creation of a new faculty chair, dedicated to teaching and research in leadership in business, government, and communities. The Deloitte Chair in Leadership is funded and supported by the Deloitte Leadership Institute (DLI) established by OzU and the Deloitte Education Foundation. This is a high-profile leadership position within the GSB and the University in an area of scholarship that is central to the DLI’s mission.

To enrich our research, teaching and outreach programs in leadership, we invite nominations and applications for the Deloitte Chair in Leadership. We are interested in established scholars, currently at full professor level, with strong publication records in leadership, who show clear promise for continued productivity and notable thought leadership in this area. Ideal candidates will also have a proven teaching record in the area of leadership and will show the promise of significantly advancing the various curricula and the executive education programs of the GSB and the Institute. The successful candidate will also serve as the Academic Director of the DLI, and thus, must have the capacity to work effectively with faculty across business disciplines, motivate students at all levels, and engage the business community.

OzU is a private not-for-profit university in Istanbul, Turkey, whose language of instruction is English. It aims to be a high-quality research university which serves as a center of attraction for the best academics and students from Turkey and its region. The university was incorporated in May, 2007, and currently has 1,800 students, and 250 faculty and staff. It is expected that the university will grow into a 6,000-student institution over the next three years. OzU is a highly focused university offering professional programs through faculties in business, engineering, law, social sciences, and design, and through vocational schools in hotel management, and aviation management. All faculties offer graduate programs (Masters and PhD). OzU GSB, committed to excellence in scholarship and business education, has earned top rankings for its MBA, Executive MBA, Masters in Financial Engineering & Risk Management and custom Executive programs. It houses the DLI (the only leadership institute in Turkey), and two of the university’s three research and outreach centers: Center for Computational Finance and Center for Entrepreneurship. In 2011, OzU moved into its new campus located on the Asian side of Istanbul, 15 minutes from the Bosphorus bridges. The campus will be the first LEED-certified campus in Turkey. OzU aspires, within the next decade, to be a leading university in Turkey, as well as the Middle East, North Africa, and Eastern Europe.

OzU is an equal opportunity employer with a strong institutional and academic commitment to diversity. Confidential applications, inquiries, referrals, and nominations should be sent to Prof. Erhan Erkut, President, Ozyegin University (erhan.erkut@ozyegin.edu.tr) or Prof. Celal Aksu, Dean of GSB (celal.aksu@ozyegin.edu.tr) .

The Management Information Systems (MIS) group at Ozyegin University invites applications for one open rank position in the area of Management Information Systems starting from September 2017. We are seeking candidates at all levels. Rank and salary will be commensurate with background, qualifications, and experience. The successful candidate is expected to teach core and elective courses at the graduate and undergraduate levels in their respective fields and advise graduate students in Ph.D. research.

Requirements: Candidates should have a doctoral degree in MIS or a closely related area or expected to complete their PhD by June 2017. Junior candidates are expected to have potential to do independent research and publish in high-quality journals. Senior candidates are expected to demonstrate an extensive record of publication in leading journals and success in the classroom. Finally, candidates are expected to demonstrate a passion in teaching students at all levels.

Application: Candidates who are interested in this position should submit their CV, cover letter, teaching and research statements, samples of research (up to five papers), list of courses taught and teaching evaluations (if available), contact information of at least three references, and any other supporting material to the department contact, Ms. Mine Mut, at mine.mut@ozyegin.edu.tr. Interested candidates are encouraged to apply immediately. Review of application will start immediately and continue on an ongoing basis until the position is filled.

The Faculty of Business invites applications for faculty positions in all areas of accounting. Positions are available at the start of the 2017-2018 academic year. Qualifications include a strong commitment to scholarly research and high-quality teaching. Candidates should hold a Ph.D. degree from an accredited university (or be near completion for the junior positions). Visiting appointments are also available. A strong research record is required for senior appointments.

Ozyegin University is a private, non-profit Turkish institution of higher education located in Istanbul, Turkey. The medium of instruction is English and no knowledge of Turkish is required. Salaries are internationally competitive and commensurate with qualifications. Ozyegin University also offers substantial benefits and research support. For further information please see: http://www.ozyegin.edu.tr

The application should include a cover letter, a statement of research interests, curriculum vitae, sample publications/working papers, teaching evaluations, and 3 recommendation letters for junior candidates. Application materials may be submitted to: Mine Mut , at mine.mut@ozyegin.edu.tr

The School of Business at Ozyegin University invites applications for a faculty position in Operations Management to begin Fall Semester of 2017. We are recruiting at all levels. A doctoral degree in Operations Management or a related discipline and outstanding records or promise in both research and teaching are required. Operations management research in manufacturing and service, logistics and supply chain management, health care management, sustainable operations, humanitarian logistics are of interest. Both empirical and analytical research orientations are encouraged. A successful candidate will be expected to teach courses at the graduate and undergraduate levels and advise graduate students in Ph.D. research.

Ozyegin University is a private, not-for-profit university located in Istanbul, at the crossroads of Europe and Asia. Founded in 2008, Ozyegin University aims to be a “Third Generation University” that facilitates the transformation of knowledge to value. Internationally competitive salaries and benefits are offered to qualified candidates. The language of education is English. More information about the department, the faculty, and their research can be found at http://www.ozyegin.edu.tr

Candidates should submit a cover letter, together with their CV, teaching and research statements, up to five representative publications, and complete contact information of at least three professional references. Please direct questions and submit applications to Ms. Mine Mut, at mine.mut@ozyegin.edu.tr

The Lubin School of Business at Pace University invites applications and nominations for a tenure-track assistant or associate professor to teach courses in Strategy, Entrepreneurship, and International Business (must at least be willing to teach all three). Rank is commensurate with experience and qualifications. Successful candidates for this position will reflect the School’s commitment to excellence in teaching, scholarly research leading to publication, and service.

Requirements: A Ph.D. in Strategic Management or related field at the time of appointment is required. Applicant must be available to teach courses on both our NYC and Pleasantville campuses depending on departmental needs. Candidates with Entertainment or Arts industry experience are encouraged to apply.

Pace University is a comprehensive metropolitan research university with its main campus located in New York City. The University enrolls over 12,000 students. For more information about Pace University, please go to http://www.pace.edu/about-us/

For more information about Lubin School of Business, please go to http://www.pace.edu/lubin/about-lubin

The opening is pending budgetary approval. For full consideration, please submit your CV, evidence of published research, teaching evaluations, and three letters of recommendation via email only to the Search Committee Chair at mgtfacultyrecruiting@pace.edu.

Pace University is an Equal Opportunity, Affirmative Action employer. Minorities, women, veterans and individuals with disabilities are encouraged to apply.

Pacific Lutheran University is seeking a dean of the School of Business to advance the mission of the School and work in close collaboration with the University leadership team. The team includes a new president with a strong vision for the future and a commitment to strategic planning, and a provost who has demonstrated his strong support for the School. PLU’s School of Business is accredited by the Association to Advance Collegiate Schools of Business (AACSB) and offers an academically rigorous business curriculum within the context of a strong liberal arts environment. The dean of the School of Business will join an exceptional community of faculty who bring to the classroom industry experience, expertise in current practices, dedication to teaching, active scholarship, and service to the University and the community. The PLU School of Business offers a transformative educational experience that prepares students for professional careers and equips them for continued professional development. Faculty and staff seek to advance the University’s vision of academic distinction through a global focus, student-faculty collaboration in research and service projects, and by helping students find their own paths to meaningful as well as successful lives. The School’s mission is to produce graduates with both the character and competence to be leaders in the enterprises they serve as well as in the greater community. The new dean will work actively with the business community in the economically vibrant Puget Sound region, especially in Tacoma, Seattle, and Olympia, with the goal of raising funds for the institution and developing new programs and connections that promote the School of Business. The successful candidate will demonstrate both academic and business experience as well as the leadership acumen and administrative experience necessary to build upon the many successes of the business school. It is anticipated that the new dean will begin in the position July 1, 2013. Review of applications is underway and will continue until the position is filled. The deadline for full consideration of application materials is October 29, 2012. Confidential inquires may be directed to the Witt/Kieffer consultants supporting this search: Oliver B. Tomlin at 215-568-2160 or Karen L. Goldstein at 561-862-7569. To receive full consideration, please send electronically a nomination or a letter of interest, curriculum vitae, and names, addresses, phone numbers, and email addresses of at least five references (who will not be contacted without written permission) to PLU-DBUS@wittkieffer.com. The University is committed to diversity, endorses the goals of equal opportunity and affirmative action, and actively seeks applications from women and persons of color.

International Logistics Management 

Special issue call for papers from International Journal of Emerging Markets, 2018 impact factor 2.067, 2018 cite score 2.16 

Guest editors

Justin Paul, Rollins College- Florida & University of Puerto Rico- USA

Andrea Paltrinieri, University of Udine, Italy

Purpose and research questions

During the past 20 years, we have witnessed a tremendous changes in emerging markets’ academic research from multidisciplinary perspectives: economics, finance, business, marketing, management. On the other side, academic researchers have continuously improved their methodology to carry out literature reviews on specific fields of research.  

In management and business research, for example, several forms of quali-quantitative surveys, such as bibliometric literature reviews and content analysis, have gained a lot of attentions, while in economics, purely quantitative methods, such as meta-analysis, have been used to examine the patterns of publication selections and explaining the differences in the results of the individual studies. 

The aim of this special issue is to collect survey articles, performing literature reviews in the broadest emerging markets’ streams of research with multidisciplinary perspectives. Any review has to contain ideas for future research, setting a specific research agenda, to fill the gaps in the literature.

Topics for inclusion (among others)

In this IJoEm special issue, we welcome papers within the broad areas of emerging markets, with a specific focus on the articles and methods less covered by previous literature reviews. We seek surveys with future research agenda on the following areas (but not limited to):  

  • Different dimensions of marketing in emerging markets such as brand management; service marketing etc. 
  • Strategic management in emerging markets 
  • Internationalization of firms 
  • Banking systems in emerging markets 
  • M&A in emerging markets banks 
  • Efficiency and profitability in emerging markets banks 
  • Financial crises in emerging markets 
  • Emerging markets’ stock exchanges 
  • Institutional investors in emerging markets 
  • Emerging markets’ mutual fund performance 
  • Emerging markets’ stock indices behavior 
  • Emerging markets bonds and stocks 
  • Emerging markets’ currencies 
  • Capital flows in emerging markets 
  • Corporate governance in emerging markets 
  •  HR management in emerging markets 
  • Entrepreneurship in emerging markets

Important Dates:

Paper Submission Deadline:     December 15, 2019 
Publication:                                  Around Mid 2021

Guidelines on Submission:

Please visit the International Journal of Emerging Market at: www.emeraldinsight.com/journal/ijoem  to know more about the manuscript requirements. 

Submissions to the International Journal of Emerging Markets are made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available through http://mc.manuscriptcentral.com/ijoem

More Information: 

To obtain additional information, please contact the guest editors: 

Justin Paul, Rollins College- Florida & University of Puerto Rico- USA: Justin.paul@upr.edu 

Andrea Paltrinieri, University of Udine, Italy: andrea.paltrinieri@uniud.it 

References/ Review Article authors can benchmark with:


Alon, I., Anderson, J., Munim, Z. H., Ho, A. (2018). A review of the internationalization of Chinese enterprises. Asia Pacific Journal of Management, 1-33. 

Cintra, R.F., Cassol, A., Ribeiro, I., De Carvalho, A.O. (2018). Corruption and emerging markets: Systematic review of the most cited. Research in International Business and Finance, 45, 607-619. 

Fan, J.P.H., Wei, K.C.J., Xu, X. (2011). Corporate finance and governance in emerging markets: a selective review and an agenda for future research. Journal of corporate finance, 17, 207-214. 

Hadengue, M., De Marcellis-Warin, N., Warin, T. (2017). Reverse innovation: a systematic literature review. International Journal of Emerging Markets, 12(2), 142-182. 

Jimenez, A., Bjorvatn, T. (2018). The building blocks of political risk research: a bibliometric co-citation analysis. International Journal of Emerging Markets, 13(4), 631-652. 

Jormanainen, I., Koveshnikov, A. (2012). International Activities of Emerging Market Firms. A Critical Assessment of Research in Top International Management Journals. Management International Review, 52(5), 691-725. 

Kearney, C. (2012). Emerging markets research: Trends, issues and future directions. Emerging Markets Review, 13, 159-183.  

Nnamdi, O., Owusu, R. (2014). Africa as a source location: literature review and implications. International Journal of Emerging Markets, 9(3), 424-438. 

Oehmichen, J. (2018). East meets West-Corporate Governance in Asian emerging markets: A literature review and research agenda. International Business Review, 27(2), 465-480. 

Paul, J., Benito, G. R. (2018). A Review of Research on Outward Foreign Direct Investment From Emerging Countries, Including China: What Do We Know, How Do We Know, and Where Should We Be Heading?. Asia Pacific Business Review, 24(1), 90-115. 

Paul, J., Parthasarathy, S., Gupta, P. (2017). Exporting challenges of SMEs: A review and future research agenda. Journal of world business, 52(3), 327-342. 

Rosado-Serrano, A., Paul, J., & Dikova, D. (2018). International franchising: A literature review and research agenda. Journal of Business Research, 85, 238-257. 

Rottig, D. (2017). Meta-analyses of culture’s consequences for acquisition performance: An examination of statistical artifacts, methodological moderators and the context of emerging markets. International Journal of Emerging Markets, 12(1), 8-37. 

Valickova, P., Havranek, T., Horvah, R. (2014). Financial development and economic growth: a meta-analysis. Journal of Economic Surveys, 29(3), 506-526. 

 Zamore, S., Ohene Djan, K., Alon, I., Hobdari, B. (2018). Credit risk research: review and agenda, Emerging Markets Finance and Trade, 54(4), 811–835. 

Since several decades, researchers are giving more attention to organizational culture – or more precisely the values, rituals, symbols and heroes of the organizations. This is a development that has been accelerated by the trend towards flexible organizations and men in the era of new decentralization. This development is recently reinforced by the digitization of working life. In relation to these concepts, we see a renewed interest in the concept of (industrial) paternalism. 

In organizational studies, a frequent interpretation of paternalism is the analysis of the use of different social welfare benefits. This is also a phenomenon with historical roots. In early industrial rural contexts, it was common for workers to have access to corporate-owned housing, food supply, healthcare etc. According to the research, these paternalistic benefits – or management techniques – aimed to stabilize the workforce and create an internal labour market. But many scholars in the field give the term paternalism a significantly broader meaning that includes a moral relationship between the employee and the employer. This position implies that the organization is given a different meaning, in the sense that it is based on a wider social relationship than a strict economic between the employee and the employer. The social conditions of the paternalistic organization are often compared to those in a family. The owner of the company (represented by the director or manager) is analysed in terms of to be the father – or the head – and the employees are like the children – or the body of the organization. 

Within the framework of an essentially social-historical discussion, the British historian E. P. Thompson once noted that paternalism is a problematic concept. Central to his criticism was that it is a loose, unclear and descriptive term. Furthermore, he argued that using the concept implies the risk of identifying patterns of consensus rather than patterns of conflict in the social relations of production. This does not mean that researchers should avoid the term in historical and socio-economic analysis, but rather that the concept is needed to be filled with content and discussed theoretically as well as empirically.

Paternalism, in some contexts termed welfare capitalism, is a term used in various academic disciplines, such as anthropology, history, sociology and economics. The purpose of this seminar and the special issue of management revue – Socio-Economic Studies is to highlight the historical and contemporary relevance of the concept in cross-disciplinary discussions. Some context to discuss in order to clarify the concept of paternalism are listed below:

  • paternalism as a historical phenomenon
  • moral economy
  • management practices
  • labour market relations
  • the welfare state
  • paternalism in an international comparison

These are just some ideas and not an exhaustive list. The seminar welcomes empirical studies as well as theoretical papers and provides sufficient time for discussion and reflection.

Deadline

Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by August 31st, 2019. All contributions will be subject to double-blind review. Papers invited to a 'revise and resubmit' are due January 31th, 2020. The publication is scheduled for issue 3/2020. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using 'SI Paternalism' as article section.

Submission Guidelines

Manuscript length should not exceed 8,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each side of the page. Further, please follow the guidelines on the journal’s website and submit the papers electronically by sending a 'blind' copy of your manuscript (delete all author identification from this primary document).

PBS NewsHour is an American daily evening television news program. Only selected segments for which NewsHour has streaming rights are featured on the site.

Pearson Higher Education publishes a long collection of print and electronic content designed to help higher education professors instruct and students learn. The website features course resources, course modules, a catalog for textbooks in various disciplines, support materials for faculty, resources for online and library research, as well as downloadable materials for instructors.

PEKING UNIVERSITY

GUANGHUA SCHOOL OF MANAGEMENT

Department of Strategic Management

Tenure Track Assistant/Associate/Full Professorship

 

Peking University is one of the most prestigious universities in China, and has a tradition of producing top intellectuals, scholars, and leaders in many fields. The Guanghua School of Management at Peking University is a leading business school in China. The School offers undergraduate, MBA, Master and Ph.D. programs, with an enrollment of over 3,000 students, of which 1,300 are in the MBA program. The School provides a vibrant research and collegial environment, with excellent research facilities and support.

The Department of Strategic Management is accepting applications for a tenure-track assistant / associate / full professor position in the area of Strategic Management / International Business / Entrepreneurship and Innovation. The appointment begins in August 2014. Teaching responsibilities may include undergraduate, MBA, and PhD level courses in Strategic Management, International Business, and Entrepreneurship, etc.
 
Qualified applicants for positions in the Department of Strategic Management should have a PhD in Strategic Management / International Business / Entrepreneurship and Innovation, from an accredited AACSB business school or other related fields from prestigious universities, completed no later than August 2014. Both graduating and experienced candidates are welcomed to apply. Applicants should show strong potential for publishing in the top academic journals in related areas, and also be effective in the classroom.
 
Interested applicants should send a complete packet before December, 25, 2013, including:

  1. a cover letter summarizing qualifications for the position,
  2. curriculum vitae,
  3. a statement of teaching philosophy including past teaching ratings,
  4. a research statement,
  5. a research writing sample, and
  6. three recommendation letters.

 For applicants of positions, please send your application to Dr. LU, Jiangyong
(lujiangyong@gsm.pku.edu.cn). 

School of Labor & Employment Relations, The Pennsylvania State University, University Park, PA, USA

We are pleased to announce that the School of Labor and Employment Relations at The Pennsylvania State University, located in University Park, PA, USA, is inviting applications for the position of Post-Doctoral Scholar with the International Human Resource Management Project. This is a ten month position which begins on August 15, 2014. 

The International Human Resource Management Project was established in the spring of 2013 with the aim of encouraging IHRM scholarly research, and serving the International HR practitioner community. Through targeted events, the Project’s goal is to develop a strong community of academics and practitioners passionate about international HRM, enabling the sharing of ideas to advance knowledge and practice in the field. For the 2014-2015 Post-Doctoral Scholar position, the IHRM Project is particularly interested in candidates with research and teaching interests in the broad field of international human resource management, preferably spanning both comparative HRM and the HRM-related activities of multinational corporations.

Candidates must possess a Ph.D. earned in the last three years. The degree should be in a relevant discipline and applicants should show evidence of an emerging research program relevant to the Project’s interests. Scholars will receive salary, benefits, and a research/travel fund to support their work. Postdoctoral candidates will be expected to teach one course each semester related to IHRM topics. Teaching obligations could include a course in one of the School’s residential or online programs. Other anticipated duties include involvement with the Cranet survey (www.cranet.org), developing research funding proposals for the Project, and coordinating the Project’s webpage and newsletter. The person appointed will also be expected to participate actively in the broader School’s activities.

The School of Labor and Employment Relations is a multidisciplinary group with a large undergraduate program, a strong residential Masters of Science in Human Resources and Employment Relations (HRER), and a fully-online Masters of Professional Studies in HRER. The School has existing strengths in human resources, labor relations, international and comparative employment relations, and workers’ rights.  

Electronic submission of applications is strongly preferred.  Send applications consisting of a letter of application, curriculum vitae, and a writing sample via the faculty search website www.la.psu.edu/facultysearch/. Three letter writers should send letters of recommendations via email to Lisa Pierson, lkh13@psu.edu. If you are unable to send your application electronically, applications can be mailed to Dr Elaine Farndale, Coordinator of the International HRM Project, School of Labor and Employment Relations, 506 Keller Building, The Pennsylvania State University, University Park, PA  16802. If you have additional questions, please contact the Project’s Administrative Support Assistant, Lisa Pierson, at +1 814-865-0751. Applications received by March 31, 2014 will be assured of consideration; however, all applications will be considered until the position is filled. 

Employment will require successful completion of background check(s) in accordance with University policies. Penn State is committed to affirmative action, equal opportunity and the diversity of its workforce.

The Pennsylvania State University, Altoona College invites applications for a tenure-track position (# C-38748, rank open) in Management/Entrepreneurship, to begin August 2013. Applicants must have earned (or be in near completion of) a Ph.D. in management, entrepreneurship, or a related field from an AACSB accredited business program. The ideal candidate will have entrepreneurial or small business experience and have a strong interest and experience in teaching undergraduate students in at least two of the following areas: strategic management; basic management concepts; entrepreneurship; new venture creation; entrepreneurial marketing; leadership and growth of new ventures; management and organization; human resource management; or business ethics.

The successful candidate will maintain excellence in teaching, engage in an active program of scholarship that results in peer-reviewed journal publications, participate in service activities, and advise undergraduate business students. Business faculty are highly active and are engaged in meeting the demands of the market and their students through collaboration with students and faculty, the local business community, an entrepreneurship center, the Sheetz Fellows Program, student internships/research, and a high-performing chapter of ENACTUS (formerly Students In Free Enterprise).

Penn State Altoona is a residential campus of nearly 4000 students, in close proximity to the University Park campus of Penn State, and within easy access to many major metropolitan centers in the Mid-Atlantic and Northeast. Penn State Altoona offers 22 baccalaureate degrees, including a Bachelor of Science in Business with five option areas. The college also provides the first two years of course work for more than 170 Penn State majors that can be completed at other Penn State campuses. Collaboration in teaching and research across disciplines is encouraged, and class sizes are relatively small, allowing for a comprehensive learning experience combined with the high standards of a major research university. Penn State Altoona offers a competitive salary and a very attractive benefits package.

Applicants must submit: a letter of application establishing their qualifications; a current vita; a description of teaching philosophy and evidence of teaching effectiveness; a statement of research interests; transcripts (official transcripts are required at the time of a campus visit); and the names, titles and contact information for three references. Applicants should submit applications and accompanying materials electronically to aa-businessandengineering@lists.psu.edu in Word or PDF formats. Preliminary telephone interviews will be conducted during April 2013. Formal review of applications will begin March 1, 2013 and will continue until the position is filled.

For additional information about Penn State Altoona, please visit our web page at http://www.altoona.psu.edu/

Employment will require successful completion of background check(s) in accordance with University policies. Penn State is committed to affirmative action, equal opportunity, and the diversity of its workforce.

There is a very extensive body of literature on how multinationals manage people in different national contexts. (Ferner, 2009) The bulk of this literature, however, focuses on cases of multinationals from advanced industrial economies, and more specifically, the United States. Much less has been written on multinationals based in emerging markets, and what is published focuses on a very limited number of contexts (Chang, Mellahi, & Wilkinson, 2009). Yet, multinationals from emerging markets have become increasingly prominent on the international scene, most notably, those from the “top” emerging markets (Garten, 1996): Argentina, Brazil, the Chinese Economic Area, India, Indonesia, South Korea, Mexico, Poland, South Africa, Turkey, and Russia. We suggest that much can be learned from firms in emerging markets because they lack the historic first-mover advantage abroad. At the same time, they have considerable experience forging beneficial relations to national governments and coping in culturally diverse and often unstable markets.

World investment reports from UNCTAD show that although developed-country multinational enterprises (MNEs) account for the bulk of global foreign direct investment (FDI), developing and transition economies have emerged as significant outward investors, and the growth rate of the number of MNEs from developing countries and transition economies over the past 15 years has exceeded that of MNEs from developed countries. The growing importance of emerging economies has led to an upsurge of strategy research on the topic (Wright, Filatotchev, Hoskisson, & Peng, 2005); however, research on human resource management (HRM) has not kept pace with the research on MNCs from emerging economies. While there has been an accelerated interest in emerging markets and emerging market MNEs as new challengers, studies in recent special issues international business/management journals focus on internationalization, market entry strategy, and location choice aspects of these new challengers (Luo & Tung, 2007; Aulakh, 2007). It is widely agreed that the motivations behind emerging market MNEs’ international operations, particularly in developed markets, are related to capability building. HRM policies and practices, therefore, play crucial roles in building absorptive capacity, which helps firms develop ability to recognize the value of new information, assimilate it, and apply it to commercial ends (Cohen & Levinthal, 1990). HRM policies and practices facilitate reverse knowledge transfer to emerging market multinationals’ other subsidiaries and play crucial role in the success of the firm in diverse cultural environments.

There are also significant differences between state owned emerging market MNEs and private/or family owned MNEs’ HR policy and practices. Emerging country MNEs tend to be smaller with considerably fewer resources and international experience than their counterparts from developed markets. This limits their ability to transfer management practices across their subsidiaries. In order to catch up with developed country multinationals, therefore, they follow rapid and abnormal internationalization paths (leapfrogging through acquisitions). The small, but growing body of research on emerging market multinationals focuses on location choice, market entry

This special issue seeks to contribute to the emerging body of literature on HRM in emerging markets

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

  • What makes emerging market multinationals different in terms of people management?
  • Case studies of HRM in selected emerging market multinationals.
  • Emerging market multinationals’ HRM practices in developed and developing country subsidiaries.
  • International acquisitions of emerging market multinationals and HRM.
  • Emerging market multinationals and HRM role in reverse knowledge transfer.
  • Country of origin effect, liability of emergingness, and HRM policies of emerging multinationals.
  • HRM practices of family-owned, private, and state-owned emerging market multinationals.
  • Host country effects on HR policies and practice by emerging multinationals.
  • Multinationals, state and society: Coping with managing people political challenging contexts.
  • Multinationals and market volatility: Prosperity and challenges for HRM in crisis.
  • Comparing country of origin effects: People management in multinationals from different emerging markets.
  • Articles that help bridge the gap between theory and practice by providing both practical implications of empirical research on emerging economies MNCs and capture leading examples of practitioner-initiated HRM strategies and policies via theoretically grounded case studies.

 

Manuscript Submission and Review

All papers must be based on original material and must not be under consideration by any other journal. Papers intended for the HR Science Forum will undergo a rigorous, double-blind review process to ensure relevance and quality. Papers suited for the HR Leadership Forum (more practitioner-focused pieces, case studies, interviews, etc.) will be single-blind reviewed by subject matter experts. Please see HRM’s Publishing Cues for a complete description of each section. Submitted papers must also follow the HRM Style Guidelines, found at http://www3.interscience.wiley.com/journal/32249/home/ForAuthors.html.

The deadline for submitting papers is December 1, 2011.

Direct questions about content and ideas to the guest co-editors noted above. Direct all logistical questions about submitting and review to Managing Editor Leslie Wilhelm at lwilhelm@umich.edu. Manuscripts must be submitted electronically using the Journal’s web-based submission and review website called Manuscript Central: http://mc.manuscriptcentral.com/hrm. Electronic submission through Manuscript Central is required. Manuscript Central is configured to be very intuitive; therefore, you should have little difficulty creating an account and submitting your manuscript. The online system will guide you through each step of the process.

When submitting through Manuscript Central, please submit the following documents:

1.      Document 1: A “blind” copy of your manuscript. Delete all author identification from this primary document. This document may include your tables and figures, or you may include tables and figures in a separate document.

2.      Document 2: Submit a separate document with information that would typically appear on the document’s title page (author names, addresses, affiliations, contact information, etc.). This document may also include author biographies.

In addition:

  • Answer “Yes” to the question regarding special issue submission and clearly label your submission for the “Emerging Market Multinationals” in the text box provided.
  • Include a paragraph in your cover letter specifically identifying how the paper fits within the special issue theme.
  • Direct logistical questions about submitting your manuscript through Manuscript Central to Managing Editor Leslie Wilhelm at lwilhelm@umich.edu or 734-748-9069.

 

 

Background and Objectives of the Special Issue:

Every few months, the popular press or business publications publish a news item about some well-known organization that is getting rid of its’ performance management system (PMS).  More specifically, many of these organizations talk about getting rid of the numerical scales, and replacing those with one-on-one feedback and conversations, something they should have been doing in the first place. Although these reports have received a great deal of attention (e.g., Cappelli & Tavis, 2016), there has also been statement of concern over the wholesale abandonment of formal performance management systems (e.g., Goler, Gale, & Grant, 2016).

The fact remains that as long as there are individuals performing some kind of work in organizations, there will be a need for some manner of performance management in order to evaluate, compensate, and reward those individuals (see, e.g., Varma, Budhwar, & DeNisi, 2008).  These are even more critical in multi-national enterprises (MNEs), as these organizations face unique pressures, such as the competing demands between the need for congruence with home country practices and the need to adapt to host country environment and context (see, e.g., Mellahi, Frynas, & Collings, 2016). Since human resource processes such as PMSs are impacted by local culture and norms much more than other organizational processes, it is important that we study these closely in order to be able to help MNEs develop systems that can appropriate meet the needs of the various stakeholders.

Indeed, scholars have been studying these processes with the specific intent of helping organizations improve performance, as it was often assumed that improving individual performance would lead to improvements in organizational performance (DeNisi & Smith, 2014).  To examine the processes involved in performance management and appraisal, scholars have drawn upon several theories of psychology and social psychology.  However, as DeNisi and Smith (2014) note “the link (between individual and organizational level performance) has (had) never really been established in a direct way.”  Furthermore, as noted by DeNisi and Murphy (2017), although we have learned a great deal about how to improve individual performance, there has been surprisingly little progress made on how to influence firm-level performance. DeNisi and Smith (2014) went on to argue that certain bundles of HR practices could lead to the transformation of individual performance to organizational level performance.  Given the importance of individual performance to organizational performance, especially for MNEs, we believe it is time to re-visit the processes and systems that govern performance management, so we can better understand how organizations might implement systems that can lead to improvements in individual, and, more critically to improvements in organizational performance. 

Over the decades, scholars have presented a fairly comprehensive body of literature looking at performance appraisal and performance management issues (e.g. Bernardin & Wiatrowski, 2013; Varma, Budhwar, & DeNisi, 2008), but as noted above, there is still a great deal we don’t understand about performance management, especially in MNEs.  More specifically, we need to better understand how to translate improvements in individual-level performance into improvements in organizational performance, and this point is emphasized by DeNisi and Murphy (2017) in their discussion of future research needs. But, in addition to the need to better understand the performance management process in general, there are also a number of specific areas where even less is understood about underlying processes.

For example, while there are scattered attempts to understand the context and the processes involved in managing and evaluating the performance of expatriates (e.g., Kang & Shen, 2016), there is then a need to develop a comprehensive model that identifies the key determinants of expatriate performance success, as well as identifies the key dimensions on which performance in an international assignment differs from one in an employee’s home country.  Similarly, while there is some attempt to understand the human resource practices and processes in emerging nations (e.g. Budhwar, Tung, Varma, & Do, 2017), there is a need to conduct performance management related empirical studies in emerging markets that can help develop indigenous theoretical models that can better serve MNEs operating in these markets.

Accordingly, the aim of this special issue is to create an opportunity to fill the gaps in the existing body of literature by assembling conceptual, theoretical and empirical developments related to the topic of managing individual (and where relevant, team) performance in organizations.  It is also the aim to begin a discussion on specific areas of research that has been largely overlooked by the research on PMS. That is, while PMS is generally acknowledged to be context-specific, there has been little attention paid to managing performance in cases such as MNEs that operate in multiple countries with different, unique, and often contradictory, cultural, social, and political contexts.  Thus, it is important that the processes and systems in organizations are clearly understood.

Themes for the Special Issue:

The following are illustrative questions/themes that are consistent with the spirit of this special issue. Authors are encouraged to contribute papers with wider perspectives, as long as the papers are in line with the broad theme of the proposed special issue. 

  • What is the nature of PMSs in global corporations? How does the context of the nation(s) where the MNEs operate affect the structure, design, and implementation of PMSs?
  • What theoretical frameworks can be or have been used to examine and explain the context-specific nature of PMSs in MNEs?
  • How do MNEs measure the impact of individual performance on organizational performance?
  • How are individual performance goals established? How much input is the individual allowed versus his/her supervisor?  Through what process are these drawn from organizational goals?
  • How do supervisors in MNEs collect performance related information?  What measures do they use to ensure that the information is unbiased and truly represents the individual’s performance?
  • How do MNEs define performance?  How are competency dimensions established?  What role does job analysis play in defining individual roles and performance expectations?
  • How is performance measured in MNEs?  What changes and advances have been made to the instruments used to measure performance?
  • How is performance evaluated in MNEs? What training do raters receive to ensure that they are familiar with performance evaluation procedures and related organizational guidelines?
  • How is feedback provided to individuals?  What process is used to offer required coaching and counseling? How do organizations evaluate the success/failure of feedback mechanisms?
  • How is motivation measured and what do organizations do to ensure that employees stay motivated?  What mechanisms are used to connect motivation levels to individual performance levels?
  • What impact does the supervisor-subordinate relationship have on subordinate motivation and performance in MNEs?  What interventions do MNEs use to ensure that all employees are treated fairly?
  • How do MNEs establish performance management and evaluation procedures for expatriates?  How are these different from, and/or adapted from, systems and processes set up for home-country employees?

Submission Deadline: 31 December 2019 [please note the submission deadline is 31 Dec 2019, not 31 Dec 2018]

Submission Process:

Authors can submit their paper starting on December 1st 2019 to HRM for review, but no later than the submission deadline of December 31st 2019. Details on the manuscript submission process will be made available nearer to the submission window. Papers should be prepared and submitted according to the journal’s guidelines: https://onlinelibrary.wiley.com/page/journal/1099050x/homepage/forauthors.html.  All papers will be subject to the same double-blind peer review process as regular issues of HRM.

If you have questions about a potential submission, please contact Prof. Arup Varma at avarma@luc.edu

References:

Bernardin, H. J., & Wiatrowski, M. (2013). Performance appraisal. Psychology and Policing, 257. 
Briscoe, D. R., & Claus, L. M. (2008). Employee performance management: policies and practices in multinational enterprises. Performance management systems: A global perspective, 15-39.

Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Harvard Business Review, 93(4), 40-50.

Budhwar, P.S., Tung, R., Varma, A., & Do, H. (2017).  Developments in Human Resource Management in MNCs from BRICS Nations: A Review and Future Research Agenda.  Journal of International Management, 23, 111-123.

Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, October, pp. 58-67.

DeNisi, A. S. (2000). Performance appraisal and performance management. Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions and New Directions. San Francisco, CA: Jossey-Bass, 121-156.

DeNisi, A.S., & Murphy, K.R. (2017). Performance Appraisal and Performance Management: 100 Years of Progress? Journal of Applied Psychology, 102(3), 421-433.

DeNisi, A., & Smith, C. E. (2014). Performance appraisal, performance management, and firm-level performance: A review, a proposed model, and new directions for future research. Academy of Management Annals, 8(1), 127-179.

Goler, L., Gale, J., & Grant, A. (2016). Let’s not kill performance evaluations yet. Harvard Business Review, November, pp. 90-94.

Gregersen, H. B., Hite, J. M., & Black, J. S. (1996). Expatriate performance appraisal in US multinational firms. Journal of International Business Studies, 27(4), 711-738.

Harvey, M. (1997). Focusing the international personnel performance appraisal process. Human Resource Development Quarterly, 8(1), 41-62.

Kang, H., & Shen, J. (2016). International performance appraisal practices and approaches of South Korean MNEs in China. The International Journal of Human Resource Management, 27(3), 291-310.

Mellahi, K., Frynas, J. G., & Collings, D. G. (2016). Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals. The International Journal of Human Resource Management, 27(8), 876-905.

Varma, A., Budhwar, P., & DeNisi, A (Eds.), 2008, Performance Management Systems: A Global Perspective. Global HRM Series, London: Routledge

In many countries managing and developing diversity is on the political and business agenda and has become an area of knowledge and practice in its own right. Yet all too often, diversity management and diversity research is centred in Western democracies, mono-culturally infused and biased (e.g., Jonsen et al., 2011; Nishii & Ozbilgin, 2007). At the same time, we know that diversity and equality at work cannot be treated as a unifying concept, nor be interpreted uniformly across cultures and countries, as highlighted in volumes and special issues on country or comparative perspectives on equal treatment and diversity, edited by Klarsfeld (2010), Syed and Özbilgin (2010), Klarsfeld et al. (2014) and Klarsfeld el al. (2016a and 2016b).

The purpose of this special issue is to further restore diversity and equality to its national contexts by shedding light on under-researched countries, including (though not being limited to) countries in Latin America, in Asia, Africa and Eastern Europe. Proposed papers should deal with, but not necessarily be limited to, the following questions:

  • Is there an equal treatment or affirmative action legislation in the country and if so since when? In particular, what dimensions of diversity does it address (gender, race, age, etc.)? To what degree is it enforced (e.g., which sanctions do apply if the legislation is violated and how often are these sanctions actually put in practice)?
  • Even in the absence of such legislation, is there a public debate about diversity in the country of study, and if so, what is this debate, and concerning what aspect of diversity? How and when was it started – if it was started at all? When do the first contributions appear in academia and in the media or press? Who are the actors involved in this debate, such as businesses, trade unions, political organizations, NGOs and other lobbies?
  • Is there empirical research about diversity in the country of study and what are the main findings and/or contributions? What research questions are being addressed by the scholars about this country? To what extent do researchers and practitioners consider the intersections of multiple dimensions of diversity?
  • What is the relationship between diversity management and equal treatment/equal opportunity/affirmative action legislation if such legislation exists in the country of study? Which concept appeared first?

All papers must be empirically driven, utilizing either primary or secondary data. Theoretical frameworks may also be used to assist with describing and/or understanding a country’s context. Multiple authorship is encouraged to offer diverse viewpoints, within each paper. It is anticipated that multiple authors will contribute different and diverse datasets to enrich the perspectives for each country. A submission which follows the process we outline here (i.e., common canvass of data) would be preferred over one that reviews existing literature.

If you have any queries, please contact the guest co-editor:

Alain Klarsfeld: a.klarsfeld@tbs-education.fr

Please upload your submissions to the Equality, Diversity and Inclusion ScholarOne Manuscripts website http://mc.manuscriptcentral.com/edi - select ‘Special Issue’ and submit to the issue listed with the title: Perspectives on Diversity and Equality in Under-researched Countries. Submission will be available until October 31, 2017.

Papers must follow the journal submission guidelines:

http://emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=edi

References

Jonsen, K., Maznewski, M.L., & Schneider, S.C. (2011). Diversity and its not so diverse literature: An international perspective. International Journal of Cross Cultural Management, 11(1), 35-62.

Klarsfeld, A. (Ed.) (2010). Country perspectives on diversity and equal treatment at work, Cheltenham et al.: Elgar.

Klarsfeld, A., Booysen, L.A.E., Ng, E., Roper, I., & Tatli, A. (Eds.) (2014). Country perspectives on diversity and equal treatment at work, 2. edn., Cheltenham et al.: Elgar.

Klarsfeld, A., Ng, E.S., Booysen, L.A.E., Castro-Christiansen, L., & Kuvaas, B. (2016a). Comparative equality and diversity: main findings and research gaps. Cross-cultural and Strategic Management, 23(3), 1-37.

Klarsfeld, A., Ng, E.S., Booysen, L.A.E., Castro-Christiansen, L., & Kuvaas, B. (2016b). Research handbook of international and comparative perspective on diversity management. Edward Elgar.

Nishii, L.H., & Özbilgin, M.F. (2007). Global diversity management: towards a conceptual framework. The International Journal of Human Resource Management, 18(11), 1883-1894.

Syed, J., & Özbilgin, M.F. (Eds.). (2010). Managing cultural diversity in Asia: A research companion. Elgar.

The problem of sustainability has received serious attention since the Club of Rome pointed to the limits of growth in 1972. Addressing ecological, economic and social issues, it is still a major – perhaps the biggest – challenge humanity faces. The problem demands attention by actors from all social levels. On the micro-level, sustainable consumption is often regarded as the major way how individual consumers can contribute to sustainable development. By now a growing number of people are aware that many consumption habits have to be changed because they are in conflict with the goal of sustainable development. Yet, there is a gap between knowledge and action. Much research has been done in the last 30 years on sustainable consumption, exploring the motivations, practices, opportunities, and drivers for sustainable consumption from economic, psychological and sociological perspectives. Despite this multidisciplinary effort and the often interdisciplinary nature of research on sustainable consumption, there is room for broadening the perspectives further. In particular, the link between political participation and sustainable consumption as a political statement as well as the link between various forms and objectives of political consumption deserves more attention. Further, the impact of societal inequality on sustainable consumption has not gained much attention. Especially research on the interaction between inequality, issues of security and precariousness, political participation and consumption behavior is lacking. 

In the special issue, we would like to discuss our topic in an adequately broad and interdisciplinary way. We are particularly interested in questions such as:

  • Inequality (e.g., precariousness) and sustainable consumption 
  • Citizenship and consumption
  • Sustainable consumption as a political statement
  • Quantitative and qualitative empirical studies on these issues

This is not an exhaustive list.

Deadline

Full papers for this special issue of management revue must be submitted by July 31st, 2015. All contributions will be subject to a double-blind review. Papers invited to a ‘revise and resubmit’ are due October 31st, 2015. Please submit your papers electronically via the online submission system at http://www.management-revue.org/submission/ using ‘SI Sustainable Consumption’ as article section.

Ortrud Leßmann (o.lessmann@hsu-hh.de),  Helmut-Schmidt-University Hamburg (Germany)

Wenzel Matiaske,  Helmut-Schmidt-University Hamburg (Germany)

Torsten Masson, Helmholtz Centre for Environmental Research - UFZ Leipzig (Germany)

Simon Fietze, University of Southern Denmark

The problem of sustainability has received serious attention since the Club of Rome pointed to the limits of growth in 1972. Addressing ecological, economic and social issues, it is still a major – perhaps the biggest – challenge humanity faces. The problem demands attention by actors from all social levels. On the micro-level, sustainable consumption is often regarded as the major way how individual consumers can contribute to sustainable development. By now a growing number of people are aware that many consumption habits have to be changed because they are in conflict with the goal of sustainable development. Yet, there is a gap between knowledge and action. Much research has been done in the last 30 years on sustainable consumption, exploring the motivations, practices, opportunities, and drivers for sustainable consumption from economic, psychological and sociological perspectives. Despite this multidisciplinary effort and the often interdisciplinary nature of research on sustainable consumption, there is room for broadening the perspectives further. In particular, the link between political participation and sustainable consumption as a political statement as well as the link between various forms and objectives of political consumption deserves more attention. Further, the impact of societal inequality on sustainable consumption has not gained much attention. Especially research on the interaction between inequality, issues of security and precariousness, political participation and consumption behavior is lacking. 

In the special issue and the corresponding seminar (IUC Dubrovnik, http://www.iuc.hr/, 20.-24. April 2015), we would like to discuss our topic in an adequately broad and interdisciplinary way.  We are particularly interested in questions such as:

  • Inequality (e.g., precariousness) and sustainable consumption 
  • Citizenship and consumption
  • Sustainable consumption as a political statement
  • Quantitative and qualitative empirical studies on these issues

This is not an exhaustive list.

Deadline

Potential contributors to the seminar at the IUC Dubrovnik are encouraged to submit an abstract of 1-2 pages before January 31st, 2015 electronically via Management Revue’s online submission system at http://www.management-revue.org/submission/ using ‘IUC Dubrovnik’ as article section.

All contributors to the seminar are invited to submit their paper for the special issue of management revue. Full papers must be submitted by July 31st, 2015. All contributions will be subject to a double-blind review. Papers invited to a ‘revise and resubmit’ are due October 31st, 2015. Please submit your papers electronically via the online submission system at http://www.management-revue.org/submission/ using ‘SI Sustainable Consumption’ as article section.

Hoping to hear from you!

Ortrud Leßmann (o.lessmann@hsu-hh.de),  Helmut-Schmidt-University Hamburg (Germany)

Wenzel Matiaske,  Helmut-Schmidt-University Hamburg (Germany)

Torsten Masson, Helmholtz Centre for Environmental Research - UFZ Leipzig (Germany)

Simon Fietze, University of Southern Denmark

Keynote Speaker: Dr Eva Roberts, CEO and Founder Morvigor, Sierra Leone 

Special Guest: Dr Sangu Delle, Managing Director Africa Holdings, Investor and Author

Organizers: Penelope Muzanenhamo, Andreas Hoepner, Kenneth Amaeshi, Emmanuel Adegbite and Konan Seny Kan

Background

Globally, the role of business is changing. “People are using business models and ideas to attack age old problems of poverty, education, disease, and more participation in society” (Freeman, 2017, p. 462). In Africa, entrepreneurship is transforming the continent. There now prevails a new generation of international entrepreneurs driven by commitment to Africa’s sustainable development (McDade & Spring, 2005), which is seeking novel ways to give something back to its continent (Financial Times, 2017). 

Many such entrepreneurs are going beyond corporate philanthropy (Amaeshi et al., 2016), while increasing their presence in multiple African countries (Boso, Adeleye, Ibeh, & Chizema, 2019). They are making decisions which not only shape the continent’s development trajectory significantly (Forbes, 2012) but also impact the integration of African firms in global value chains. For example, IT entrepreneurs in Kenya are engaged in outsourcing projects that span across USA, Asia and Europe (see, for example, Guardian, 2014), and thereby contributing to Africa’s sustainable development.

The objectives of many international entrepreneurs are no longer merely about maximising profits for shareholders. Instead, their business purposes and goals endorse social responsibilities, which put ethics, humanity and dignity at the core of what companies do (Freeman, 2017; Freeman, Wicks, & Parmar, 2004). However, in what way are all these trends related to place, belonging and sustainable development, particularly in a world where prominent socio-political actors are advocating ‘putting their countries first’, and climate change is threatening livelihoods globally? This question represents the main theme that the workshop Place, Belongingness, and International Entrepreneurship in Africa: Impact on Sustainable Development, seeks to explore with researchers, business practitioners and policy makers.

Conceptually, international entrepreneurship refers to “the discovery, enactment, evaluation, and exploitation of opportunities–across national borders – to create future goods and services” (Oviatt & McDougall, 2005, p. 540). International entrepreneurship accommodates corporate entrepreneurship, and may involve the formation of new organisations, or not (Oviatt & McDougall, 2005). Place (e.g. Africa) is a complex construct that alludes to people and their geographical habitat (Muzanenhamo, 2019). As worlds of meanings, places play a crucial role in shaping human-beings’ sense of belonging (Tuan, 1977). The latter, a sense of belonging or belongingness reflects individuals’ perception of themselves as part of an entity, e.g. social group or the environment (Hagerty, Williams, Coyne, & Early, 1996). Belongingness fundamentally motivates human behaviour (Maslow, 1943). Hence, a sense of place and belonging fosters place attachment, and potentially influences entrepreneurial initiatives that aim to tackle poverty across generations in Africa (Amaeshi and Idemudia, 2015).

There are multiple factors pointing to the potential impact of locally implemented business activities upon sustainable development in Africa. For instance, international entrepreneurship is evolving in a continent that is now better connected within itself and the rest of the world through improved information and communication technology. Furthermore, African countries are now experiencing more economic growth and political stability as compared to about a decade ago (African Development Bank, 2019). In addition, international business is likely to benefit more from the recent Continental Free Trade Agreement committed to by 44 African states in May 2019 (African Union, 2019).

Research and policy areas

The international entrepreneurship trends and evolving role of business in the context of sustainable development in Africa are yet to be matched with more systematic research. Such inquiry is crucial for informing business strategy for sustainable development, and policies of relevance to business that is adopted by African actors and their international development partners. In view of these observations, we invite papers from scholars, business practitioners and policy makers, that are based on qualitative, quantitative, or a mixture of both research methodologies, and which address but may not be limited to the following areas:

  • What forms and types of entrepreneurial initiatives are undertaken due to a sense of place and belonging, and how do they impact on sustainable development?
  • In what ways do environment factors (competitive forces, growth opportunities, national culture, industry profitability, institutional environment, climate change, etc.) impact upon entrepreneurs’ sense of place and belonging, and potential contribution to sustainable development?
  • How does gender influence an entrepreneur’s sense of place and belonging, and potential contribution to sustainable development?
  • What role do NGOs play in facilitating a sense of place and belonging, entrepreneurship and sustainable development?
  • What is the relationship between MNEs, a sense of place and belonging, and sustainable development?
  • How does belongingness affect the participation of African firms in global value chains and potential impact on sustainable development?
  • How does belongingness influence competition and collaboration, and sustainable development?
  • How does nationalism influence belongingness and potential contribution to sustainable development among international entrepreneurs?
  • How is the relationship between a sense of place and belonging, entrepreneurship and sustainable development evaluated?

What role do African consumers play in the context of place, belongingness, entrepreneurship and sustainable development?

Paper Submission

We invite extended abstracts of not more than 1500 words, to be submitted by the 10th of November 2019 to: penelope.muzanenhamo[at]ucd.ie. Papers that address any issues within the theme of the Workshop are highly preferred, and their authors will be invited to present their work. The organisers of this workshop are in the process of liaising with a few leading International Business Journal outlets for a special issue addressing the theme of the WorkshopTherefore, the workshop will include a paper development component.

References

African Development Bank. (2019). African Economic Outlook. Retrieved from https://www.afdb.org/fileadmin/uploads/afdb/Documents/Publications/2019AEO/AE O_2019-EN.pdf / Accessed 01 June 2019

African Union. (2019). Agreement Establishing the African Continental Free Trade Area. Retrieved from https://au.int/en/treaties/agreement-establishing-african-continental- free-trade-area / Accessed 01 June 2019.

Amaeshi, K., Adegbite, E., Ogbechie, C., Idemudia, U., Seny Kan, K. A., Issa, M., & Anakwue, O. I. (2016). Corporate Social Responsibility in SMEs: A Shift from Philanthropy to Institutional Works? Journal of business ethics, 138(2), 385-400.

Boso, N., Adeleye, I., Ibeh, K., & Chizema, A. (2019). The internationalization of African firms: Opportunities, challenges, and risks. Thunderbird International Business Review, 61(1), 5-12. doi:10.1002/tie.21977

Financial Times. (2017). Special Report: African Philanthropy. Financial Times. Retrieved from https://www.ft.com/content/8d05f2a2-c619-11e7-b2bb-322b2cb39656 / Accessed 01 June 2019.

Forbes. (2012). The 20 Most Powerful People In African Business 2012. Retrieved from https://www.forbes.com/sites/mfonobongnsehe/2012/04/23/the-20-most-powerful- people-in-african-business-2012/#c365079719ba / Accessed 01 June 2019.

Freeman, E. R. (2017). The New Story of Business: Towards a More Responsible Capitalism. Business and Society Review, 122(3), 449-465. doi:10.1111/basr.12123

Freeman, E. R., Wicks, A. C., & Parmar, B. (2004). Stakeholder Theory and "The Corporate Objective Revisited". Organization Science, 15(3), 364-369. doi:10.1287/orsc.1040.0066

Guardian. (2014, 14 June). https://www.theguardian.com/sustainable- business/2014/jun/19/outsourcing-extreme-poverty-africa-south-asia-call-centres-ddd. Guardian.

Hagerty, B. M., Williams, R. A., Coyne, J. C., & Early, M. R. (1996). Sense of belonging and indicators of social and psychological functioning. Archives of psychiatric nursing, 10(4), 235-244. doi:10.1016/S0883-9417(96)80029-X

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, 370-396. McDade, B. E., & Spring, A. (2005). The 'new generation of African entrepreneurs':

networking to change the climate for business and private sector-led development. Entrepreneurship & Regional Development, 17(1), 17-42. doi:10.1080/0898562042000310714

Muzanenhamo, P. (2019). What does Africapitalism have to do with brand Africa? In U. Idemudia & K. Amaeshi (Eds.), Africapitalism: Sustainable Business and Development in Africa (pp. 126-143). London and New York: Routledge.

Oviatt, B. M., & McDougall, P. P. (2005). Defining International Entrepreneurship and Modeling the Speed of Internationalization. Entrepreneurship Theory and Practice, 29(5), 537-553. doi:10.1111/j.1540-6520.2005.00097.x

Tuan, Y.-F. (1977). Space and place: The perspective of experience. Minneapolis: University of Minnesota

Workshop Organisers 

Penelope Muzanenhamo, Assistant Professor in Business in Africa at UCD College of Business, University College Dublin, Ireland. She is also the Africa lead within the Centre for Business and Society (CeBaS) at UCD College of Business, and a member of the UCD Earth Institute. Her research focuses on brand Africa sustainable development, Africapitalism and African consumer markets. She has published a number of peer reviewed book chapters and conference proceedings on brand Africa and sustainable development. Her work has been honoured with a best track paper award by the Academy of Marketing 2011, and a Plague by Morgan State University, USA, 2018.

Andreas Hoepner, Professor of Operational Risk, Banking & Finance at UCD College of Business, University College Dublin, Ireland. He serves as the School’s Vice Principal for Equality, Diversity and Inclusion (EDI). He is also the sole inventor of a US patent titled ‘Investment Performance Measurement’ who has also won several awards including a 2015 PRI/Sycomore Best Quantitative Paper and the 2010 PRI Academic Research Award. Among other leadership roles, he heads the ‘Practical Tools’ research group of the Mistra Financial Systems (MFS), and serves on the European Union’s Technical Expert Group on Sustainable Finance as one of three independent members. He has published interdisciplinary research numerous journals that include Accounting, Auditing & Accountability; Brain & Behavior; Ecological Economics; Environment & Planning C; European Journal of Finance; Journal of Business Ethics and Journal of Business Finance Accounting, among others.

Kenneth Amaeshi, Professor of Business and Sustainable Development and Director of the Sustainable Business Initiative at University of Edinburgh Business School, UK. He is also committee member of the Gifford Lectures, a policy adviser and public philosopher. He was a Chevening Scholar, a Scholar of the International Centre for Corporate Social Responsibility, University of Nottingham, and a Visiting Scholar at Said Business School, University of Oxford (where he is currently an External Examiner). He has led interdisciplinary research projects spanning European and African universities. His work has been published in multiple research journals that include Journal of World Business, Journal of Business Ethics, Journal of Business Research, Journal of Corporate Citizenship, Management and Organization Review, Accounting, Auditing & Accountability, Africa Journal of Management, International Business Review, Entrepreneurship Theory and Practice, Journal of Organizational Change Management, International Journal of Financial Services Management, and Business Ethics: A European Review, among others.

Emmanuel Adegbite, Professor of Accounting and Corporate Governance at Nottingham University Business School, UK and visiting professor at James Cook University, Singapore. His interdisciplinary research has been honoured with awards, for example the 'International Business Review Best Journal Paper of the Year Award' in 2016. He has published across a range of Journals that include Accounting Forum, Accounting, Auditing and Accountability Journal, Review of Quantitative Finance, International Review of Financial Analysis, Journal of World Business, Journal of Business Ethics, Journal of Business Research, Journal of Management Studies, International Journal of Business and Society, and International Business Review, among others. Emmanuel Adegbite has also published several book chapters and a book in the area of corporate governance.

Konan A Seny Kan, Senior Lecturer at Otago Business School, New Zealand. He was the Head of the Accounting Department at Toulouse Business School (France). His interdisciplinary research covers the areas of Accounting, Governance and CSR, Organizations (MNCs and Emerging economies), and Configural Thinking, and has been widely published in Sustainability, Journal of Business Ethics, Journal of Business Research, Society & Business Review and African Management Studies, among others.

This Workshop is sponsored by UCD College of Business, UCD Earth Institute and Irish Aid. We are very grateful to our sponsors.

The Journal of East-West Business is published by Taylor & Francis Group LLC. The scope of the journal is international and it treats business issues from comparative, cross-cultural, and cross-national perspectives. The journal features an editorial advisory board that represents the Russian Federation, Eastern/Central European, and Baltic states in this new business arena. Central and Eastern European (CEE) countries have attracted increasing scientific and managerial interest since the start of transition in the area about 20 years ago. However, still relatively little is known in more detail about the marketing strategies used, the development of the strategies, background of the strategies used, consumer reactions, and performance of foreign companies in the single CEE countries and/or in CEE as a whole. This Special Issue would focus on various market analyses, marketing planning and management related topics in Central and Eastern European (CEE) countries including Russia and CIS countries. The papers may relate to the following themes and topics:
Marketing strategies standardization vs. adaptation.
Product and Branding Decisions.
Pricing decisions and methods of payment.
Distribution and logistics strategy of firms.
Communication, advertising and sales promotion strategies.
International Business Negotiations in the context of firms entering CEE markets.

Paper Procedure and Deadline
The articles may be theoretical and empirical including both quantitative and qualitative studies. The full papers or proposal should be delivered to the guest editor Professor Jorma Larimo (jla@uwasa.fi) latest on December 31st 2009.

Writing Instructions
The manuscript should be 20-25 typed pages, double spaced (including references and abstracts). For detailed writing instructions, kindly visit the journal’s website http://www.tandf.co.uk/journals/journal.asp?issn=1066-9868 and click on ‘Instructions for Authors’ in the ‘Author Resources’ section of the webpage.

Website
http://www.tandf.co.uk/journals/journal.asp?issn=1066-9868

Contact Info
Professor Jorma Larimo, Head of Department of Marketing,University of Vaasa, Wolffintie 34, 65101, Vaasa, Finland.
Tel: +358 6 324 8253. email: jla@uwasa.fi

Full position details are available at http://www.polimi.it/index.php?id=3971&tx_wfqbe_pi1[ID]=4948.

The School of Management of the Politecnico di Milano (www.som.polimi.it) invites candidates to submit an expression of interest for two Assistant Professor Positions (3-year contract renewable for a further 2, maximum 5 years in total) in the field of International Business and Industrial Economics.

The young scholars will work together with the other components of the Economic Mindset group of the School (www.mindset.polimi.it), with specific reference to Professors Stefano Elia, Paola Garrone, Luca Grilli and Lucia Piscitello, and the PhD students and post-docs who collaborate with them.

 

About the Positions

We are looking for two scholars who are in the early phases of their academic career. We would privilege profiles who have a background in industrial economics or international business, are interested in frontier research questions at the business and industry levels, and have strong quantitative skills.

The successful candidates will contribute to the research activities of the School in the field of Business and Industrial Economics, especially on industrial economics (1 position) and / or international business research topics (1 position). They will have the opportunity to engage in one or more of the following research lines and projects, along with the Faculty, post-docs, PhD students of the Economic Mindset group:

  • Innovation and Sustainability
  • Utilities Economics and Policy
  • International Business and Multinationals
  • Fourth Industrial Revolution
  • Innovative Entrepreneurship
  • Industrial Policy.

 

We expect the selected candidates to attend and present their research results at international conferences and to publish their findings in the most prestigious international journals. They will also participate in activities and/or projects within the School of Management that are relevant to their field. The selected candidates will also have teaching duties in industrial economics, international business or related subjects. They may also be required to contribute to administrative and coordination tasks on a regular basis.

 

Requirements

The candidate should:

  • Hold a PhD in Economics, Management, Business Administration, Management Engineering or closely related disciplines
  • Be fluent in English
  • Have a promising record of research endeavours in industrial economics, international business or related subjects and/or some scientific achievements as evidenced by high-impact publications in international journals (Web of Science/Scopus) relevant for the field of International Business and Industrial Economics
  • Have some experience with teaching activities across undergraduate and/or postgraduate / executive levels
  • Show a clear attitude and ability to participate in and promote international research networks and international research partnerships
  • Show the ability and willingness to work in a culturally and academically diverse School, to participate in inter-disciplinary research, and to establish a dialogue with the broad range of disciplines included in the Management Engineering field.

 

Major Duties

  • To (co-)develop high quality, globally significant and practically relevant research
  • To (co-)publish high quality research in leading international academic journals
  • To be involved in a (reasonable) teaching load in the range of the School’s programmes

 

About the School

  • The School of Management of Politecnico di Milano groups together the Department of Management, Economics and Industrial Engineering and the MIP Graduate School of Business.
  • Our mission is to contribute to the collective good through a critical understanding of the opportunities offered by innovation. We accomplish it through delivering an end-to-end portfolio of research and education programmes and high-level consultancy services within the field of management, economics and industrial engineering.
  • The Department of Management, Economics and Industrial Engineering (DIG) carries out research and teaching in these three main areas.
  • Our research is strongly committed to cutting-edge topics within the international scientific debate and well aware of the demands of industry and services. At the same time, we aim at supporting a fair and more inclusive society and improving the well-being of people through better and safer products, services, workplace and environment.
  • Our distinctive approach involves multidiscipline, a wide-ranging set of methodologies and by drawing on our extensive networks.
  • At undergraduate level, we run BSc and MSc Degree Programme, as well as a PhD Programme, in Management Engineering.
  • The MIP Graduate School of Business was founded in the 1979 as a Consortium between the Politecnico di Milano and several Italian institutions and leading public and private industrial groups. Today it is a not-for-profit consortium limited company which runs post-graduate programmes (MBA and Executive MBA, Specialising Masters, Executive programmes) as well as Customised Corporate programmes and education in the Management and Education sector.
  • Politecnico di Milano is among the top 20 universities in the world, in the category "Engineering & Technology" according to the QS World University Rankings by Subject 2020.
  • The School of Management is accredited by EQUIS since 2007 and by AMBA (Association of MBAs) since 2013. In 2009 it was included in the Financial Times ranking of best European Business Schools, and since 2015 the School has been member of AACSB International – The Association to Advance Collegiate Schools of Business. In 2017 it was the first Italian business school to receive the EOCCS certification (EFMD Online Course Certification System) for its digital learning courses in the Executive MBA Masters.
  • The School is member of PRME (Principles for Responsible Management Education), Cladea (Consejo Latinoamericano de Escuela de Administración) and QTEM (Quantitative Techniques for Economics & Management Masters Network).

 

Other relevant information

Salaries at Politecnico di Milano are set in accordance with the salary system for Italian public Universities. If you wish to make an informal enquiry, please contact Ms Elena Cortiana (faculty-managementsom@polimi.it)

 

How to express your interest

If you are interested in the position, please send your expression of interest by email, together with a full CV, motivational letter and list of publications, to Ms Elena Cortiana (faculty-managementsom@polimi.it, +39 0223993620) no later than March 31st 2021.

All documents submitted must be in English. Further documents will be requested only in the second and formal phase of the procedure. Please indicate the following in the subject line of your email:

“Expression of interest for assistant professor positions” and save your files according to this format: lastname.firstname.CV; lastname.firstname.doc1: lastname.firstname.doc2 etc..

Short-listed candidates may be invited for an interview.

 

Disclaimer: this is not yet a job vacancy advertisement. Based on the expressions of interest for this position, the Politecnico School of Management will determine whether or not to open a public competition (pursuant art. 18 of the Italian Law 240/2010).

 

The School of Management (SoM) of the Politecnico di Milano was established in 2003 by grouping together the Department of Management, Economics and Industrial Engineering and its subsidiary graduate school (MIP – School of Business) focused on post-experience education. The SoM delivers an end-to-end portfolio of services in research, education and high-level consultancy within the field of management, economics, and industrial engineering. Being part of the Politecnico di Milano allows the School to transfer the attention for scientific rationality and quantitative methods typical of the engineering mindset to the area of management. The institution constantly pursue interdisciplinarity in both research and education, by making use of the wide array of technical expertise within the sixteen different departments belonging to Politecnico di Milano.

In 2007, the School of Management first achieved the prestigious EQUIS accreditation (European Quality Improvement System) and joined the circle of around the 140 leading business schools accredited by EFMD (European Foundation for Management Development). In 2009, the School was included for the first time in the Financial Times rankings of top European Business Schools and it is now ranked 38th with four programs: Executive MBA, Full-time MBA, Master of Science in Management Engineering and the Customised Corporate Education Programs.

On the other hand, the Department carries out research with the ultimate goal of contributing to the development and dissemination of knowledge, managerial and engineering paradigms, technologies and policies to answer key societal challenges. The Department also runs consulting projects, employs permanent faculty and organizes degree courses in Management Engineering, both at BSc (3 years) and MSc (2 years) levels, as well as a PhD Programme.

The position:

A public selection process has been launched to award one grant for a full time research fellowship for a period of two years at the Department of Management, Economics and Industrial Engineering at the Politecnico di Milano. The research activity will be coordinated by a scientific supervisor identified by the Department and will be carried out within the field of Innovation in Management, Economics and Industrial Engineering. The selection is open to Italian and foreign scholars who have recently received a Ph.D., preferably in the fields of Applied Economics, Management and Industrial Engineering or related areas. Mastering of methodologies of quantitative/qualitative research will lay weight on the final selection. Applicants should have the ability to work with colleagues from other disciplines and a proven track record of publications (or in-progress publications).The successful candidate is expected to conduct his/her research in the field, and publish in (leading) refereed journals. Participation in conference organization or other coordination tasks may be required periodically.

The applicant shall develop a research project in the field of one of the Department research lines:

  1. Manufacturing for Industrial Leadership – Developing technology, strategies and organization to foster Europe’s welfare through a new centrality of manufacturing
  2. Supply Chain Management for Sustainable and Global Business – Developing competitive and sustainable supply chains for a better society
  3. Risk Governance and Business Resilience – How to cope with complexity and uncertainty in systems and organizations
  4. Managing ICT for Business, Industry, Government and Society – Levering on Information and Communication Technologies for more competitive companies, better public services and a more sustainable and inclusive society
  5. Energy Management, Policy and Economics – Applied and advisory research towards more secure, clean and efficient energy
  6. Public Service Innovation – Institutional and organizational changes for a better society and a more competitive economy
  7. Health Care Management – Models, Tools and Policies for improving the sustainability, efficiency and safety of healthcare organizations and their clinical outcomes
  8. Open and Collaborative Innovation – How to manage strategy, organization, technologies and communities to increase innovation propensity in companies through open and collaborative innovation
  9. High-Growth Entrepreneurial Ventures and SMEs – How to manage, finance and promote the creation of entrepreneurial ventures and the innovation of high-growth SMEs
  10. Fostering Competitiveness of National and Local Systems – Promoting the competitiveness of national and local systems through internationalization and innovation.

Admission to the selection is based on the completion of the application downloadable here: http://www.dig.polimi.it/fileadmin/user_upload/documenti_vari/PIF_DIG_inglese-italiano_attachments_1_ottobre_2013.pdf The application shall be received by post no later than 2 December, 2013. The amount of the grant, covering the contract period, is EUR 70,000.00 (before deductions) and will be paid in a monthly stipend. The post will be offered on a fixed-term contract for an initial period of 2 years.

Portland State University (PSU) seeks a visionary, entrepreneurial, and innovative leader as the next dean of its School of Business Administration and invites applications, nominations, and expressions of interest. The successful candidate will embrace PSU’s unique opportunities and advantages as Oregon’s largest and fastest growing university.

The PSU School of Business Administration enrolls more than 4,500 undergraduate and 475 graduate students each year, making it the largest business school in the State.

The university seeks an individual who is performance driven, passionate about the social purpose and economic impact of public universities, stimulated by an entrepreneurial environment, and capable of leading the PSU School of Business Administration to the next level of distinction in teaching, research, and community outreach and engagement. The dean will share the responsibility for providing vision and leadership in academic, scholarship, community engagement, and fund-raising activities for an integral school component within the university. The dean will help to shape the future of the school, articulating a vision consistent with the university’s strategic plan, enhancing its standard of excellence, and defining the directions of its growth based on new and multi-disciplinary connections across the university. He or she will set the standard for intellectual discourse and scholarly accomplishment, advancing research and scholarship, education and engagement in business, particularly in the Portland community and throughout the State of Oregon. The dean will be encouraged to nourish and extend private sector partnerships, supporting them through education of the future workforce, engaging the expertise of the faculty to address business and community issues and generating support for faculty research. With a commitment to excellence and diversity, the dean will be responsible for student and faculty retention and recruitment while cultivating and stewarding the unique culture of PSU and the Portland community. The university anticipates that the new dean will bring a distinguished record of academic and management success and a demonstrated record of scholarly achievement. However, candidates whose leadership abilities and outstanding accomplishments in business could translate well to academia are also welcomed and will receive serious attention and consideration. He or she will have demonstrated the ability to foster a climate where learning and discovery flourish as well as an understanding of the academic enterprise. The dean will show the ability to balance strong academic and intellectual leadership with effective external relationship-building and resource development.

Inquiries, nominations and applications are invited. Review of applications will continue until the position is filled. Candidates should provide a curriculum vitae, a letter of application that addresses the responsibilities and requirements described in the Leadership Statement, and the names and contact information of five references. References will not be contacted without prior knowledge and approval of candidates.

These materials should be sent electronically via e-mail to the Portland State University’s consultants Zachary A. Smith, Ph.D. and Mary Elizabeth (Beth) Taylor at PSUDeanBus@wittkieffer.com . The consultants can be reached by telephone at 630-575-6154. Documents that must be mailed may be sent to: Witt/Kieffer 2015 Spring Road, Suite 510 Oak Brook, IL 60523

Portland State University is an affirmative action/equal opportunity employer, and seeks candidates who are committed to the highest standards of scholarship and professional activities and a campus climate that supports equality and diversity.

Guest Editors:

Matthias Rätzer, Technical University Chemnitz, Germany

Ronald Hartz, Technical University Chemnitz, Germany

Ingo Winkler, University of Southern Denmark

For a couple of years now growth-driven societies have been in a permanent state of crisis. Since 2007 the global financial crisis and its aftermath are challenging our ideas of growth, well-being, consumption and work within global capitalism. Consequently, critical scholars in management and organization studies have begun to advocate alternative forms of organization and to problematize the collective imagination that ‘there is no alternative to growth’ (Parker et al. 2014; Atzeni 2012).

One important analytical dimension within the search for alternatives relates to the limits of growth in its economic, ecological and social dimension. For example, Meadows et al. (2004) explicate that a finite (world) system cannot handle an everlasting orientation toward growth without running into a collapse. Hirsch (1976) argues that social rise in a stratified society smolders, leading to social imbalances in the long term. Several authors discuss economic restrictions under the name of de-growth (Georgescu-Roegen 1977; Latouche 2009; Martínez Alier et al. 2010; Schneider et al. 2010; Kallis 2013). Schneider et al. (2010) point towards unfulfilled expectations in the context of creating win-win-situations and question the possibility of sustainable growth through technological and efficiency improvements. Relative to the social context, others discuss the label steady-state-economy, which challenges the relationship between growth and labor, solvency and consolidated public finances (Daly 1972, 1973; Lawn 2011; Blauwhof 2012).

However, there exist only few contributions discussing organizational alternatives to an orientation toward growth (Cheney et al. 2014). Some authors address growth neutral enterprises (Bakker et al. 1999; White/White 2012). Others note that neither governments nor private sector executives have any incentives supporting the development of a post-growth environment (e.g. Latouche, 2006; Ayres, 2008; Martínez Alier 2009). Therefore, the specific aim of this special issue is to substantiate the debate on post-growth, steady-state and de-growth from an organizational perspective. How can organizations respond to the limits of economic growth? How can organizations, from a post-growth perspective, promote their social worth as opposed to their monetary worth? How can organizations implement the elements of a post-growth economy, such as cutting-down and slowing down, a balance between sufficiency and dependency on consumption, institutional innovations for the society, the environment and regional economy (Paech, 2016)?

In addressing post-growth organizations (PGOs), we assume alternative organizations, featuring individual autonomy and respect, an orientation towards solidarity and cooperation, and responsibility to the future (Parker et al., 2014) to constitute a fertile ground for PGOs. Furthermore, we could imagine PGOs to develop from associations, growth neutral enterprises, co-operations, solidarity organizations, grass-root movements or even ‘traditional’ enterprises. Eventually, we do not restrict our focus on PGOs to the economic domain, but also take social and ecologic concerns, such as social entrepreneurs, into account. We call for contributions discussing different perspectives on PGOs, investigating their characteristics and limits. Furthermore, we embrace contributions investigating the range and coverage of PGOs as an organizational possibility in a future, post-growth society.

The contributions to this special issue should address one or more of the following questions:

  • What characterizes the organization and the management of ‘post-growth organizations’ (PGOs)?
  • Which role do the principles of autonomy, solidarity and responsibility play in PGOs? What kind of problems, contradictions and conjoint amplification are observable regarding these principles?
  • Do PGOs enable us to cure some of the organizational ills created by a narrow focus on economic growth?
  • What are the limits and prospects of PGOs in the transformation of capitalism?
  • What organizational practices, tools and instruments are important in PGOs (e.g. accounting practices, compensation practices, decision making, regulations of working time, work-life balance, forms of participation etc.)?
  • Is it possible to turn traditional organizations into PGOs?
  • Which strategies (e.g. overcoming of externally defined difficulties, internal processes of storytelling, micro politics, adjustment of power) can be identified in the constitution and management of PGOs and which practices in PGOs are working well and which are not?

This is not an exhaustive list. 

Deadline

Potential contributors to the Special Issue of Management Revue are encouraged to submit an abstract of 1-2 pages before 30 September 2016 electronically via the online submission system at http://www.management-revue.org/submission/ using ‘Post-Growth Organization’ as article section. Contributors will receive feedback and an invitation to submit a full paper by the end of October 2016.

Full papers must be submitted by 31 March 2017. All contributions will be subject to a double-blind review. Papers invited to a ‘revise and resubmit’ are due 31 August 2017.

Looking forward to hearing from you!

Matthias Rätzer, Ronald Hartz & Ingo Winkler

Prendismo Collection provides more than 17,000 video clips on topics ranging from patents to venture capital. Each topic has video clips and speaker biographies. Short previews of the clips are available for free, but full-length videos are only available with a subscription.

Important Dates

Paper title, abstract and short bio (email): 15 September, 2018

First full draft (word file): 15 December, 2018

 

The importance of Chinese businesses in the global arena has been particularly evident in recent years since they are able to compete effectively against global rivals in both developed and emerging countries (Child and Rodrigues, 2005; Guillen and Garcia-Canal, 2009; Luo and Tung, 2007; Mathews, 2006). Indeed, the growth of Chinese enterprises is clearly evidenced in terms of foreign direct investment (FDI). According to UNCTAD (2017), in the last ten years (2006-2016), FDI outflows from China have risen dramatically, from US$ 17,634 million to US$ 183,100 million, corresponding currently to 13% of the global outflows. Moreover, an increasing number of Chinese multinationals appear in Fortune’s ranking of the world’s 500 largest companies: in 2006, only 23 were listed (5%), growing progressively up to 103 in 2016, representing 21% of the firms in this ranking.

Consequently, the international presence of Chinese firms have increasingly attracted scholarly attention. A great number of studies on Chinese investment abroad have been published in specialised and academic journals. For example, many authors have researched the motives and location patterns of this Chinese investment (e.g. Buckley et al., 2007; Kolstad and Wiig, 2012; Morck et al., 2008; Wang et al., 2012). Another topic widely covered is the entry mode choice used by Chinese enterprises in their international adventures; particularly, mergers and acquisitions have attracted much attention (Deng, 2009; Zheng et al., 2016). Other authors have tackled the issue of cross-cultural problems faced by Chinese companies in developed countries (Klossek et al., 2012; Si and Liefner, 2014; Wong, 2012). However, much still remains to be researched regarding Chinese businesses outside of China.

For this special issue, we particularly welcome interdisciplinary submissions that complement the international business perspective. We encourage scholars to utilise different theoretical perspectives and apply a wide variety of rigorous methodological approaches so both conceptual and empirical (qualitative, quantitative and mixed-methods) contributions are desired.

Subject Coverage

Suitable topics include, but are not limited, to the following (any other areas are invited providing interesting information about the position of Chinese enterprises worldwide):

  • Competitive business strategies of Chinese enterprises in foreign markets
  • How Chinese companies are achieving legitimacy or reputation in developed countries? In what way new technologies are helping them for?
  • The effects of Chinese investment in both developing or developed countries
  • The ways in which Chinese enterprises are transforming marketing to show that their products have good quality
  • Is Chinese dumping really a threat for the rest of Western companies?
  • The ways in which Chinese companies struggle with their negative institutional heritage (e.g. bribery, lack of transparency)
  • The expansion of Chinese ecommerce outside of China
  • Communication and advertising strategies of Chinese enterprises in foreign markets
  • Chinese digital marketing versus Western digital marketing, are there many differences?
  • What is the Human Resources management approach of a foreign Chinese subsidiary like? It is really different from a host-local company? Are there differences between both Chinese State-owned enterprises and Private enterprises?
  • What is the process of Knowledge Transfer in Chinese multinationals companies? Are there significant differences between the different sectors?
  • What are the innovation processes of Chinese firms like? Which are the particularities of Chinese business model innovation? The ways in which Chinese firms take advantage of host-local knowledge to improve their innovation skills

    Notes for Prospective Authors

    If you are interested in submitting an abstract or have any questions, please email Dr Felix Barahona at felix.barahona@ub.edu and confirm your interest. We would be happy to receive your suggestions and/or answer your queries regarding suitability of your topic. The first step is to submit an abstract. Please email paper title, abstract (300 words) and short bio with previous publications (150 words) to Dr Felix Barahona at felix.barahona@ub.edu not later than 15 September 2018.

Submitted papers should not have been previously published. All papers will be subject to double-blind peer review. All papers must be submitted online and for that it is necessary to be registered with the journal. Please read our submitting articles page. For author guidelines and more information see:

http://revistes.ub.edu/index.php/JESB/about/submissions#onlineSubmissions

Important Dates

Paper title, abstract and short bio (email): 15 September, 2018

First full draft (word file): 15 December, 2018

Guest Editor’ Contact Details:

                             Dr. Felix Barahona,

Professor of Strategic Management

University of Barcelona

690 Diagonal Avenue, Barcelona (Spain)

E-mail: felix.barahona@ub.edu Tel: +34 (0)608808000

 

References

Buckley, P. J., Clegg, J., Cross, A. R., Liu, X., Voss, H., & Zheng, P. (2007). The determinants of Chinese outward foreign direct investment. Journal of International Business Studies, 38, 499-518.

Child, J., & Rodrigues, S. B. (2005). The internationalization of Chinese firms: A case for theoretical extension. Management and Organization Review, 1, 381–410.

Deng, P. (2009). Why do Chinese firms tend to acquire strategic assets in international expansion?. Journal of World Business, 44, 74-84.

Guillén, M. F., & García-Canal, E. (2009). The American model of the multinational firm and the ‘new multinationals’ from emerging markets. Academy of Management Perspectives, 23(2), 23-35.

Klossek, A., Linke, B. M., & Nippa, M. (2012). Chinese enterprises in Germany: Establishment modes and strategies to mitigate the liability of foreignness. Journal of World Business 47:35-44.

Kolstad, I., & Wiig, A. (2012). What determines Chinese outward FDI?. Journal of World Business, 47, 26-34.

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

Mathews, J. A. (2006). Dragon multinationals: New players in 21st century globalization. Asia Pacic Journal of Management, 23, 5-27.

Morck, R., Yeung, B., & Zhao, M. (2008). Perspectives on China’s outward foreign direct investment. Journal of International Business Studies, 39, 337-350.

Si, Y., & Liefner, I. (2014). “Cognitive distance and obstacles to subsidiary business success: the experience of Chinese companies in Germany. Tijdschrift voor Economische en Sociale Geografie, 105, 285-300.

UNCTAD (2017). World Investment Report 2017 (Investment and the Digital Economy). New York and Geneva: United Nations.

Wang, C., Hong, J., Kafouros, M., & Boateng, A. (2012). What drives outward FDI of Chinese firms? Testing the explanatory power of three theoretical frameworks. International Business Review, 21(3), 425-438.

Wong, L. (2012). ’Liability of foreignness’: Chinese investment in Australia. Transnational Corporations Review, 4, 46-75.

Zheng, N., Wei, Y., Zhang, Y., & Yang, J. (2016). In search of strategic assets through cross-border merger and acquisitions: Evidence from Chinese multinational enterprises in developed economies. International Business Review, 25(1), 177-186.

PSU is a leading private university for MBA program in Saudi Arabia (and fourth in the Middle East) as ranked by Forbes Middle East (2012). Prince Sultan University invites applications for Professor, Associate Professor and Assistant Professor positions from various business disciplines namely Accounting, Finance, Marketing, Management and Economics beginning Spring and Fall, 2014. 

 We are interested in an exceptional scholar with demonstrated outstanding research and teaching in the above disciplines. The required qualifications include a Ph.D. in Business Administration or related field and the ability to teach undergraduate and master’s courses. Applicants should have a publication record in refereed and international business journals. Teaching will be primarily at the undergraduate level and executive master programs. Top priority will be given to the female candidates.

 Prince Sultan University aims to provide the Middle East with a quality education to the highest international standards. In its efforts towards a successful and responsible life-long learning, PSU integrates modern technology, pedagogy and human values for the advancement of scientific research, productivity and leadership towards a more meaningful social life. PSU is committed to an effective management of institutional resources to optimize its multiple roles as catalyst for new learning opportunities, national and international partnerships, continuous studies, professional growth, community service and diversity in educational horizons for the good of humanity.

 The University offers a competitive salary package and other benefits including medical insurance coverage for the employee & dependents residing within the Kingdom, (spouse & children below 18 years of age); transportation allowance; round trip tickets for four persons from KSA to the country of origin; annual summer vacation of two months; tuition fees for children residing within the Kingdom; end of service gratuity; and housing allowance based on basic salary. The details will be specified in the employment contract.

 Applicants should submit the following documents:

  1. A cover letter that specifies the position applied for and interest in the position
  2. A curriculum vitae
  3. A statement describing teaching philosophy and research interests
  4. Two letters of recommendation

 Please email the documents to Dr Fariza Hashim at  fhashim@pscw.psu.edu.sa.  Review of application will begin as soon as the above documents are received and will continue until the positions are filled.

Issue Release: volume 32, issue 10 (2012)

Internal and external barriers to international expansion are substantial for firms in the professional services industry. At the same time, multi-lateral trade agreements, developments in information and communication technology, the increased global presence of their clients, and the development of multinational firms in emerging markets have been important drivers towards broader and more accelerated internationalization in the professional services industry. For most firms in the professional services industry, an expansion across borders results in the need for the acquisition of additional knowledge capital, challenges with the transfer of know how across organizational and national borders, and problems with foreign legal and institutional environments (Brock & Alon, 2009). And yet, surprisingly little research on this growing phenomenon has been published in the fields of international business, international management, or cross-cultural management. A relatively recent literature review (Netland & Alfnes, 2007) has shown that only 31 articles on the topic had been published in the most important service industries journals between 1999 and 2005. We therefore invite original contributions by scholars from a broad range of fields including (but not limited to) economics, entrepreneurship, finance, human resource management, international business, international management, knowledge management, management, marketing, organizational behaviour, and strategy.

Subject Coverage

We welcome both empirical and conceptual articles. Examples of topic areas appropriate to the theme of the special issue include:

• Motivation for internationalization of professional service firms.
• Internationalization paths in the professional services industry.
• Foreign market entry modes in the professional services industry.
• Global account and customer relationship management in the professional services industry.
• Managing human resources in the professional services industry across borders.
• Cross-cultural differences in the professional services industry.
• Global management of knowledge and learning in the professional services industry.
• Performance of professional service firms in the global marketplace.
• The role of technology in the internationalization of professional service firms.
• Internationalization, Regionalization and Globalization in the professional services industry.
• Development of the professional services industry in emerging markets.

The deadline for submitting papers is April 15, 2011.  Questions about content, ideas, and first drafts should be directed to the guest editors Professor Vlad Vaiman, at vlad@ru.is, and Professor Gerhard Apfelthaler, at apfeltha@callutheran.edu.  Please clearly identify your submission in the email subject line, SIJ - Professional Services Industry: Challenges and Opportunities of Internationalization - Special Issue.

Final papers must be submitted via Manuscript Central (http://mc.manuscriptcentral.com/fsij), upon guest editor’s confirmation.  All papers will go through the regular double-blind review process to ensure its relevance and quality, and must follow the SIJ Style Guidelines (see http://www.tandf.co.uk/journals/authors/fsijauth.asp). This special issue will be published in volume 32, issue 10 (2012).

The Purdue Online Writing Lab (OWL) hosts various writing resources and instructional materials for instructors, students, and professionals. The resources cover grammar, mechanics, internet literacy, research, and citation. Business writing resources include information and guidelines on writing job applications, job search letters, and resumés. The website also features video lectures to support learning techniques.

We are very pleased to announce the Sixteenth Anniversary Organization Science Winter Conference (OSWC-XVI). OSWC-XVI. The raison d’être of the conference has been to stimulate theory and understanding about organizations through experimentation and boundary-crossing conversation and to contribute to the ongoing renewal of the field and of the journal Organization Science. OSWC conferences combine the leading-edge ideas of strategy and organization scholars, executives, entrepreneurs, and interested non-business scholars, in a community-enhancing setting. The time and place are February 4-7, 2010 at the newly renovated Sheraton Steamboat Hotel and Conference Center, Steamboat Springs Colorado.

The overarching goal of OSWC XVI is to celebrate Arie Y. Lewin, founder of the journal Organization Science and the OSWC and his contributions to the renewal of the field of organizations which trace back to his departmental editorship in Management Science (Organization Performance, Strategy and Design). He was the founding program director of the Decision Risk and Management Science program at NSF; and most recently his contribution to international business through his transformation of the Journal of International Business Studies.

Arie’s research has contributed or often gave voice to new lines of research ranging from his early work on the behavioral aspects of accounting (organizational slack, Williamson model of managerial behavior); frontier analysis (learning from outliers and the development of Data Envelopment Analysis methodology); complexity and co-evolution (innovation, imitation and absorptive capacity) and most recently the international longitudinal study of outsourcing and offshoring with its implications for new organizational forms and globalization of innovation.

To a great extent Arie’s research interests revolve around opening up the black box of organizational capabilities (routines and processes) as they relate to organizational adaptation over time (or inability to adapt) within co-evolutionary dynamics and which accounts for the variation in the ability of organizations to appropriate value from different configurations of organizational capabilities.

The widely reported heterogeneity in performance within industries or sectors has many implications for framing and executing research strategies in organization science with implications for organization design. For example advancing approaches for identifying outliers and comparative case analysis; meta routines as the micro foundation for specifying organizational capabilities such as flexibility, resilience, innovation, absorptive capacity etc. Similarly the empirical literature on performance is still very preliminary especially when organizational capabilities such as organizational learning, absorptive capacity, flexibility, and resilience are to be linked to measures of adaptation, growth and survival in turbulent environments or in times of paradigm shifts.

The goal for OSWC 2010 is to recognize that some configurations of organizational capabilities are superior to others on some dimensions (e.g. adaptability) but that equifinality in performance can be a common occurrence; that organizations co-evolve with their socio, political, institutional and economic environments; that organizations reflect different management internationalities and configurations of capabilities; that founding conditions and path dependence matter; that the managing of organizational capabilities for innovation, change, adaptation etc. is of critical importance to practitioners , and that in times of radical change most incumbents are selected out. But some incumbents are able to adapt successfully and “reinvent themselves”. These are all themes that have defined the research interests of Arie.

In the tradition of OSWC, we invite proposals for plenary panels and interactive poster papers on the theme of the conference. As has been the case in the past much of the plenary program is implemented from suggestions received from scholars wishing to participate in OSWC. The 2009 OSWC program included three (out of 5) plenary panels that were created from especially salient submitted papers. Most authors will be invited to join another highly acclaimed OSWC tradition—the open-ended evening-long (7–10pm) Interactive Poster Sessions accompanied with delectable finger food, wine, soft drinks and deserts. Historically, 50% of the OSWC attendee roster is reserved for participants new to the conference. In recent years 60% or more of the participants were first time participants in OSWC.

We welcome nominations of a distinguished researcher or practitioner especially known for applying or advancing the ideas Arie’s broad research interest. This person will be the featured guest at another OSWC tradition, the Fireside Chat on Saturday evening.

Individuals having substantive questions are invited to contact the program co-conveners for OSWC-XVI: Professor Linda Argote (argote@cmu.edu) and Professor Richard Burton (rmb2@mail.duke.edu). The program committee members are William Ocasio (wocasio@kellogg.northwestern.edu), Silvia Massini (silvia.massini@manchester.ac.uk), and Koen Heimeriks (KHeimeriks@rsm.nl).

If you are interested in attending OSWC-XVI but not as participant on the program please submit a statement expressing your interest in participating, mentioning one or two of your interests in major controversies. Please also suggest significant practitioners who you may be able to bring as well. The application deadline for panel proposals, individual papers or posters or individual applications to attend is October 16, 2009. However, as in the past the co-conveners, will issue invitations on a rolling basis as proposals come in.

Invitations to attend will be extended by the co-conveners of OSWC-XVI, Linda Argote, and Richard Burton. Panel proposals, posters and statement of interest in participation should be submitted by email to Richard Burton c/o Stefanie McAdoo (smcadoo@duke.edu).

Queen’s Management School is one of the leading business schools in the UK and Ireland. We attract students from around the world and educate them for dynamic 21st century careers. Queen’s Management School academics are engaged in progressive world-class research which is transforming economics, organisations and people around the globe. Our vision is to increase our global impact and become an increasingly important international institution.

The Management group at Queen’s Management School is renowned for its high-quality research and excellent teaching standards as indicated by REF2014, National Student Satisfaction and Times Higher results. Our academics have research interests in entrepreneurship, human resource management, innovation, international business, marketing, strategy, supply chain management and operations management. The group is responsible for a suite of undergraduate and postgraduate programs encompassing these areas. Applicants from any field of Management, commensurate with the group, are welcome.

Informal enquiries may be directed to Dr Hilary Downey, email: hilary.downey@qub.ac.uk or Dr Geoff Simmons, email: geoff.simmons@qub.ac.uk

Anticipated interview date: Monday 14 and Tuesday 15 December 2015.

Salary scale: Senior Lecturer: £48,743 - £61,705 per annum (including contribution points).

Lecturer: £34,233 - £50,200 per annum (including contribution points).

Closing Date: Monday 23 November 2015.

Apply online at www.qub.ac.uk/jobs.

Queen’s Management School is working towards an Athena SWAN award. We are committed to promoting gender equality within our School.

Queen’s Management School, Queen’s University Belfast is one of the leading business schools in the UK and Ireland. We attract students from around the world and educate them for dynamic 21st century careers. Queen’s Management School academics are engaged in progressive world-class research which is transforming economies, organisations and people around the globe.  Our vision is to increase our global impact and become an increasingly important international institution.

We are seeking to make appointments at the lecturer or senior lecturer level in the areas of Entrepreneurship, Marketing or International Business. These positions are situated within the Management group at Queen’s Management School. This group is renowned for its high-quality research and excellent teaching standards as indicated by REF2014, National Student Satisfaction and Times Higher results. Our academics have research interests in entrepreneurship, human resource management, innovation, international business, marketing, strategy, supply chain management and operations management. The group is responsible for a suite of undergraduate and postgraduate programs encompassing these areas.

The successful applicant(s) at Lecturer level will be a committed teacher and possess the potential to publish in journals at international standard in entrepreneurship, international business or marketing.

Applicants for Senior Lecturer should have a strong record of excellence in teaching and an extensive track record of publications of an international standard. They must also be committed to providing academic leadership.

In your application, please clearly state the position (Lecturer/Senior Lecturer) for which you are applying and detail how you meet the job criteria as set out in the job description.

Informal enquiries for this post may be directed to Dr Kristel Miller, email:  kristel.miller@qub.ac.uk telephone: 
028 9097 4560 or Dr. Geoff Simmons, email: geoff.simmons@qub.ac.uk telephone: 028 9097 4716

Anticipated interview date: Wednesday 1 June 2016
Salary scale: Lecturer: £34,576 - £50,702 per annum (including contribution points)
Senior Lecturer: £49,230 - £62,322 per annum (including contribution points)
Closing date: Monday 25 April 2016

The University is committed to equality of opportunity and to selection on merit. Queen’s Management School is working towards an Athena SWAN award

Apply online at www.qub.ac.uk/jobs. For further information or assistance contact the Personnel Department, Queen’s University Belfast, BT7 1NN. Telephone (028) 9097 3044 or email on personnel@qub.ac.uk.

About Queen’s University Belfast

Queen's University Belfast is a member of the Russell Group of 24 leading UK research-intensive universities, providing world-class education underpinned by world-class research. Founded as Queen’s College in 1845, it became a university in its own right in 1908. Today, it is an international centre of research and education rooted at the heart of Northern Ireland.

The University has won the Queen’s Anniversary Prize for Higher and Further Education on five occasions – for Northern Ireland's Comprehensive Cancer Services programme and for world-class achievement in green chemistry, environmental research, palaeoecology and law.

Five prestigious Times Higher Education (THE) Awards further recognises the University’s contribution to society.

Queen’s received the award for Excellence and Innovation in the Arts in 2008, was named the UK’s Entrepreneurial University of the Year in 2009, won the Outstanding Engineering Research Team of the Year category in 2010, received the Most Innovative Teacher of the Year Award in 2011 and was awarded the Outstanding Fundraising Team of the Year title in 2012.

With more than 17,000 students and 3,500 staff, it is a dynamic and diverse institution, a magnet for inward investment, a patron of the arts and a global player in areas ranging from cancer studies to sustainability, and from pharmaceuticals to creative writing.

QUEEN’S SCHOOL OF BUSINESS (Queen’s University, Kingston, Ontario CANADA) invites applications for a position in International Business, preferably at the Assistant Professor entry level.

The International Business area consists of dedicated scholars who publish consistently in top journals and seek to influence public policy in Canada and internationally. For more information about our faculty see http://business.queensu.ca/faculty_and_research/index.php.

Candidates must have a PhD. The successful candidate will exhibit strong potential for innovative and high quality scholarly research leading to peer assessed publications, as well as for outstanding teaching contributions and an ongoing commitment to academic and pedagogical excellence, in support of the School’s various public and private programs. The successful candidate will also be expected to make substantive contributions through service to the School, to the University, and/or the broader community.

INSTITUTION: Queen's University has a long and rich tradition of academic excellence, dating back to a royal charter granted by Queen Victoria in 1841. Queen’s School of Business is one of the world's premier business schools, with an outstanding reputation for innovation and quality. Our MSc and PhD programs in Management attract highly qualified research-oriented students in different fields of study. Our undergraduate Commerce program has among the highest entrance standards in Canada and is widely viewed as the country's best undergraduate business program. Queen’s has gained international recognition for its MBA and executive education programs. BusinessWeek ranks the full-time Queen’s MBA #1 in Canada and #4 outside the US, and Queen’s Executive MBA #1 in Canada and #29 in the world. Queen's School of Business is also home to Centres focused on business venturing, leadership, business research in healthcare and corporate governance. The School is fully accredited by AACSB and EQUIS (the accrediting arm of EFMD – the European Foundation for Management Development) s. The learning environment at Queen’s is supported by outstanding library and computing facilities. More information is at: http://business.queensu.ca.

THE CITY: Kingston, Ontario is a unique Canadian city of 125,000 with a distinct blend of history, recreation, industry and learning. Situated on the shores of Lake Ontario, it is within a two-and-a-half hour drive of Toronto, Montreal, and the nation’s capital, Ottawa. Kingston is a 30 minute drive from the international bridge linking Ontario and upstate New York, and another 90 minutes from Syracuse.

The University invites applications from all qualified individuals. Queen’s is committed to employment equity and diversity in the workplace and welcomes applications from women, visible minorities, Aboriginal people, persons with disabilities, and persons of any sexual orientation or gender identity. All qualified candidates are encouraged to apply; however, in accordance with Canadian Immigration requirements, Canadian citizens and Permanent Residents of Canada will be given priority. The University will provide support in its recruitment processes to applicants with disabilities, including accommodation that takes into account an applicant’s accessibility needs. If you require accommodation during the interview process, please contact: Kathleen Lewis at klewis@business.queensu.ca.

Academic staff at Queen’s University are governed by a Collective Agreement between the Queen’s University Faculty Association (QUFA) and the University, which is posted at: http://www.queensu.ca/provost/faculty/facultyrelations/qufa/collectiveagreement.html.

The effective date of the appointment will be July 1st, 2014, but is flexible. All applications must be received by April 30, 2014 and include a cover letter, current CV, three letters of recommendation, a statement of research interests, a statement of teaching interests and experience (including teaching evaluations if available), and at least one sample publication, electronically to: ibrecruiting@business.queensu.ca , Dr. Teri Shearer, Associate Dean, Faculty.

Queen’s Management School, Queen's University Belfast, seeks to further enhance its international reputation by appointing committed teachers with the potential to publish in journals of an international standard in any field of Management.

Queen's Management School has a bold ambition. We want to grow into a global leader in education and research for the management and business sciences. Analysis of the recent Research Excellence Framework (REF) results by the Association of Business School’s placed QUMS in 13th position exemplifying the quality, impact and volume of our research. We are now seeking to reinforce and enhance our academic reputation and societal impact by making a number of appointments in our management group. 

Our mission is to become a first class management school that endeavors to deepen understanding of how markets, trade networks, (international) business organizations and social institutions behave and to produce graduates who possess integrity, creativity and academic excellence.

If you possess the desire and potential to contribute to the further development of Queen’s Management School then we encourage you to apply:

Lecturers/Senior Lecturers in Management 

The successful applicant(s) at lecturer level will be a committed teacher and possess the potential to publish in journals at international standard in any area of Management.   Applicants for senior posts should have a strong record of excellence in teaching and an extensive track record of publications of an international standard. They must also be committed to providing academic leadership. Applicants from any field of Management which complement our activities and programs are welcome.

In your application, please clearly state the position (level) you are applying for and detail how you meet the job criteria as set out in the job description.

Salary scale:

Lecturer salary: £34,233 - £50,200 per annum (including contribution points)
Senior Lecturer salary £48,743 - £61,705 per annum (including contribution points)

Contract: Permanent

Informal enquiries for these posts may be directed to Dr Kate Kenny, email:  k.kenny@qub.ac.uk telephone: +44 (0)28 9097 5619

Anticipated interview dates: Tuesday 30 June and Wednesday 1 July 2015

Closing date: Monday 1 June 2015

Apply online at www.qub.ac.uk/jobs. For further information or assistance contact the Personnel Department, Queen’s University Belfast, BT7 1NN. Telephone +44 (0)28 9097 3044 or e-mail on personnel@qub.ac.uk.

The University is committed to equality of opportunity and to selection on merit. It therefore welcomes applications from all sections of society and particularly welcomes applications from people with a disability.

Assistant Professor of Strategic Management (0,8 - 1,0 fte)

Nijmegen School of Management
Vacancy number: 27.15.16
Application deadline: 21 August 2016

Responsibilities

As Assistant Professor of Strategic Management, you will be an internationally active researcher in the field of Strategic Management and International Business. You should have a demonstrated ability to publish your research in high-quality peer-reviewed scholarly journals and also have demonstrated excellence in teaching at the undergraduate and/or graduate level. You will teach courses in the Bachelor’s degree programme in Business Administration and the Master’s specialization in Strategic Management and International Management. You will provide high-quality courses covering general management topics and quantitative research methods as well as specific courses on Strategic Management and International Business. You will be expected to supervise PhD, Master’s and Bachelor’s students working on their theses and to contribute to the development of ongoing research that fits within the scope of our research institute. As an active researcher, you will be expected to obtain funding from governmental, European and/or private institutions, and to publish regularly in leading international academic journals. Above all we are seeking a highly motivated, engaging and collaborative candidate to further strengthen our department.
 
For more information on our research, please visit:
www.ru.nl/english/education/masters/strategic-management/our-research/
Members of the Strategic Management department have published in high-impact journals, e.g. Academy of Management Journal, Global Strategy Journal, Journal of International Business Studies, Journal of Management Studies, Journal of Law and Economics, Organization Studies, Research Policy.

Work environment

The Nijmegen School of Management (NSM) of Radboud University is an academic centre of research and higher education that focuses on institutional and managerial issues concerning complex organizations in both the public and private domain. It has seven disciplines: Business Administration, Public Administration, Political Science, Economics and Business Economics, Social and Political Sciences of the Environment, Human Geography, and Spatial Planning. The NSM strives for a multidisciplinary approach whenever possible. The NSM employs 260 FTE of whom 75% are academics. The NSM has about 3,300 students.
 
The Department of Business Administration consists of five chairs: Strategic Management, Organizational Design & Development, Marketing, Methods, and Strategic Human Resource Management. The department is responsible for the BSc programme in Business Administration (including a full track in English) as well as seven specializations within the MSc programme in Business Administration (all in English). Research and teaching are based on the Nijmegen approach to Business Administration, characterized by a broad social science orientation, integrative and stakeholder management approach and focus on interventions. The teaching methods combine theoretical and practical approaches.

What we expect from you

  • a PhD degree in Business Administration or a related discipline;
  • proven qualities in contributing to the international academic discussion in the field of Strategic Management and International Business, evidenced by a publication record in internationally recognized high-quality academic journals;
  • demonstrable thorough knowledge of recent theoretical and empirical developments in the field of Strategic Management and International Business;
  • an excellent record in academic teaching in the field of Business Administration and proven teaching skills;
  • proven ability to collaborate with and inspire a team of professionals;
  • a team player with good communication skills;
  • some experience with attracting research funding from research councils and other external parties;
  • international experience and an international network;
  • excellent oral and written communication skills in English.

 
Radboud University has a strong track record in promoting excellent women scholars to leadership positions and we therefore especially welcome applications from women who fit the above profile.

What we have to offer

  • employment: 0,8 - 1,0 fte;
  • in addition to the salary: an 8% holiday allowance and an 8.3% end-of-year bonus;
  • the maximum gross monthly salary will be between €3,400 and €5,288 on a full-time basis, depending on qualifications and experience (salary scale 11 or 12);
  • duration of the contract: fixed-term contract for 4 years with evaluation after 2 years;
  • possibility of extension and permanent contract depending on your performance and the funds available to the Faculty;

For more information about this vacancy, please contact:
prof. Hans van Kranenburg, head of department Strategic Management
Telephone: +31 24 3612028
E-mail: h.vankranenburg@fm.ru.nl

Are you interested?

Send your application to Prof. H.L. (Hans) van Kranenburg. Your application should include (and be limited to) the following attachment(s):

  • Letter of motivation
  • CV including publication list

For more information on your application: +31 24 3611173.

The Department of Business Administration at the Nijmegen School of Management (Radboud University, The Netherlands) is looking for an associate professor in the field of international business for its Strategic Management Group. As Associate Professor of International Business, you will be an internationally active researcher in the field of International Business. Research interests of the group centre on market and non-market strategic behaviour, multinational companies, transitions, business models, strategic decision making, governance, networks, innovation, and performance of responsible organisations.

You should have a proven track record of publications in high-quality peer-reviewed scholarly journals and are an accomplished teacher at the undergraduate and/or graduate level. You will teach courses in the Bachelor's degree programme in Business Administration and the Master's specialisations in Strategic Management and International Business. You will be expected to supervise Bachelor's and Master's students and PhD candidates working on their theses and contribute to the development of research in line with the Department's Responsible Organization research programme.

As an active researcher, you will be expected to obtain funding from governmental, European and/or private institutions, and to publish regularly in leading international academic journals. Above all we are seeking a highly motivated, committed and collaborative candidate to further strengthen our department.

The Nijmegen School of Management (NSM) is an academic centre of research and higher education, focusing on institutional and managerial issues within complex organisations. There are seven disciplines within NSM: Business Administration, Public Administration, Political Science, Economics and Business Economics, Social and Political Sciences of the Environment, Human Geography, and Spatial Planning. NSM strives for a multidisciplinary approach.

The educational programme is characterised by small-scale teaching and provides a stimulating learning environment with an emphasis on the development of academic skills. NSM employs 330 FTEs, 75% of whom are academics. Currently, NSM has approximately 5,000 students. NSM's research activities fall under the responsibility of the interdisciplinary Institute for Management Research (IMR). Under the motto 'Creating Knowledge for Society', IMR focuses on academic research into the development, design and effectiveness of the public and private structures that regulate, govern or manage human interactions. 

The Department of Business Administration is responsible for the BSc programmes in Business Administration (including a full track offered in English, and a track in International Business Administration) as well as eight specialisations within the MSc programme in Business Administration (all in English), including one in Strategic Management and one in International Business. The department's interdisciplinary research programme is called 'Responsible Organisation' and addresses the multiple values underlying responsibility, the conditions required to realise those values, and the interventions geared to the transition of organisations towards responsible organisations. The Department of Business Administration co-creates knowledge with multiple stakeholders in the wider community to ensure the impact of its scholarly work.

You can apply until 21 November 2021

For questions about the position, please contact Prof. Hans van Kranenburg, Chair of Strategic Management Group at +31 24 361 23 82 or hans.vankranenburg@ru.nl.

Online solliciteren - Radboud University (ru.nl)

The Nijmegen School of Management (NSM) is an academic centre of research and higher learning, focusing on institutional and managerial issues within complex organizations in both the public and private domain. There are seven focus areas within the NSM: Business Administration, Public Administration, Political Science, Economics, Social and Political Sciences of the Environment, Human Geography, and Spatial Planning. The NSM strives for a multi-disciplinary approach whenever possible. Altogether, the NSM employs 220 full-time staff, of whom 75% are academics. The NSM has about 3,000 students.

Responsibilities
As an Assistant Professor of Strategic Management you provide high quality courses in Strategic Management and Business Administration. You are involved in the teaching programs of the Nijmegen School of Management, in particular the bachelor program of Business Administration and the Master program in Strategy. Furthermore, you are expected to carry out high-quality research activities in the field of Strategic Management, with reference to other research groups within the multidisciplinary setting of the faculty research institute IMR, and to successfully obtain funding from governmental, European as well as private institutions. You publish regularly in leading international academic journals. You participate actively in the internationalization activities of the Nijmegen School of Management.

Work environment
The Department of Business Administration is one of the four departments within the NSM and consists of five chairs: Strategy, Marketing, Organizational Design and Development, Strategic Human Resources Management and Research Methods. What sets the Nijmegen curriculum in Business Administration apart is that it takes a Responsible Organization perspective on Business Administration. This focus reflects a broader view concerning the developments within the discipline of management itself. That is, value creation in firms and organizations is seen as multiple, which enables the combination of various, different stakeholder perspectives. Consequently, in the curriculum the standard course listing is combined with classes that put Business Administration within an ethical, historical, philosophical, institutional, and methodological perspective. As such, it reflects the research of the Department of Business Administration, which is also characterized by a multidisciplinary approach.

What we expect from you
You have a PhD degree in the field of Strategic Management or a related and clearly relevant field. You possess proven qualities in contributing to the international, academic discussion in the field of Strategic Management, which among other things, is apparent from the publications in prominent international academic journals. You have demonstrated thorough knowledge about recent theoretical and empirical developments in the field of Strategic Management. You have shown success in attracting external funding for research projects. You have an excellent teaching record, and proven effective didactic skills.

What we have to offer
We offer you:
- employment: 0,8 - 1,0 fte;
- in addition to the salary: an 8% holiday allowance and an 8.3% end-of-year bonus;
- Radboud University Nijmegen has excellent conditions of employment. The salary depends on qualifications and experience;
- duration of the contract: maximum 4 years. Next, excellent candidates can be offered a contract for an indefinite period of time;
- you will be appointed as an Assistant Professor (UD).

Would you like to know more?
Further information on: http://www.ru.nl/nsm/

Prof. dr. H. L. (Hans) van Kranenburg
Telephone: +31 24 3612028
E-mail: h.vankranenburg@fm.ru.nl

Applications
Are you interested?
Applications should include a cover letter, a curriculum vitae, a list of publications and two letters of reference from relevant persons within academia.
It is Radboud University Nijmegen's policy to only accept applications by e-mail. Please send your application, stating vacancy number 27.01.12/1, to vacatures@dpo.ru.nl, for the attention of drs. P.W. Mans, before 5 February 2012.
For more information on the application procedure: +31 24 3611173

The department of Business Administration of the Nijmegen School of Management (Radboud University Nijmegen, the Netherlands) invites applications for an assistant professor position, starting before January 1, 2013. We especially encourage applications from candidates in the field of Strategic Management or Innovation Management.

Responsibilities
As an Assistant Professor of Strategic Management or Innovation Management, you will provide high-quality courses related to Business Administration. You will be involved in the teaching programmes of the Nijmegen School of Management, in particular the Bachelor’s programme in Business Administration and the Master’s programme in Strategy. Furthermore, you are expected to carry out high-quality research activities in the field of Strategic Management or Innovation Management, with reference to other research groups within the multidisciplinary setting of the faculty research institute IMR, and to successfully obtain funding from governmental, European as well as private institutions. You have the potential to publish regularly in leading international academic journals. You will participate actively in the internationalization activities of the Nijmegen School of Management.

Work environment
The Nijmegen School of Management (NSM) of Radboud University Nijmegen in the Netherlands is an academic centre of research and higher learning, focusing on institutional and managerial issues within complex organizations in both the public and private domain. There are seven focus areas within the NSM: Business Administration, Public Administration, Political Science, Economics, Social and Political Sciences of the Environment, Human Geography, and Spatial Planning. The NSM strives for a multidisciplinary approach whenever possible. Altogether, the NSM employs 220 full-time staff, of whom 75% are academics. The NSM has about 3,000 students.

The Department of Business Administration is one of the four departments within the NSM and consists of five chairs: Strategy, Marketing, Organizational Design and Development, Strategic Human Resources Management and Research Methods. What sets the Nijmegen curriculum in Business Administration apart is that it takes a Responsible Organization perspective on Business Administration. This focus reflects a broader view concerning the developments within the discipline of management itself. There are multiple levels of value creation in firms and organizations, enabling the combination of various, different stakeholder perspectives. In the curriculum, the standard course listing is therefore combined with classes that put Business Administration within an ethical, historical, philosophical, institutional, and methodological perspective. As such, the curriculum reflects the research of the Department of Business Administration, which is also characterized by a multidisciplinary approach.

What we expect from you
You should hold or should anticipate completing a Ph.D. in the field of Strategic Management or Innovation Management or a related and clearly relevant field by December 30, 2012. Candidates for the position of assistant professor should be promising scholars. You will be expected to publish research in major journals and to teach high-quality graduate and undergraduate courses.


We offer you:
- employment: 1,0 fte;
- in addition to the salary: an 8% holiday allowance and an 8.3% end-of-year bonus;
- Radboud University Nijmegen has excellent conditions of employment. The salary depends on qualifications and experience;
- applicants from abroad moving to the Netherlands may qualify for a special tax relief, by which 30% of their salary is tax free;
- duration of the contract: indefinite period of time;
- you will be appointed as an Assistant Professor (UD).

Would you like to know more?
Further information on: http://www.ru.nl/fm/

Prof. dr. Hans van Kranenburg
Telephone: +31 24 3612028
E-mail: h.vankranenburg@fm.ru.nl

Applications
Are you interested?
Please submit a curriculum vitae, a list of publications, a brief cover letter that summarizes research and teaching experience, a research statement and the names of at least two references. Other materials will be requested at a later date when necessary.

It is Radboud University Nijmegen's policy to only accept applications by e-mail. Please send your application, stating vacancy number 27.08.12, to vacatures@dpo.ru.nl, for the attention of Prof. dr. Hans van Kranenburg, before 30 July 2012.
For more information on the application procedure: +31 24 3611173

Nijmegen School of Management
Vacancy number: 27.02.14
Apply before: 1 April 2014
 

Responsibilities
As an Assistant Professor of Strategic Management, you will provide high-quality courses related to Business Administration. You will be involved in the teaching programmes of the Nijmegen School of Management, in particular the Bachelor’s programme in Business Administration and the Master’s specialization programme in Strategy. Furthermore, you are expected to carry out high-quality research activities in the field of Strategic Management, with reference to other research groups within the multidisciplinary setting of the faculty research institute IMR, and to successfully obtain funding from governmental, European as well as private institutions. You have the potential to publish regularly in leading international academic journals. You will participate actively in the internationalization activities of the Nijmegen School of Management.

Work environment
The Nijmegen School of Management (NSM) of Radboud University Nijmegen in the Netherlands is an academic centre of research and higher learning, focusing on institutional complexity and managerial issues within and between organizations in both the public and private domain. There are seven focus areas within the NSM: Business Administration, Public Administration, Political Science, Economics, Social and Political Sciences of the Environment, Human Geography, and Spatial Planning. The NSM strives for a multidisciplinary approach whenever possible. Altogether, the NSM employs 220 full-time staff, of whom 75% are academics. The NSM has about 3,000 students.

The Department of Business Administration is one of the four departments within the NSM and consists of five chairs: Strategy, Marketing, Organizational Design and Development, Strategic Human Resources Management and Research Methods. What sets the Nijmegen curriculum in Business Administration apart is that it takes a Responsible Organization perspective on Business Administration. This focus reflects a broader view concerning the developments within the discipline of management itself. In the curriculum, the standard course listing is therefore combined with classes that put Business Administration within an ethical, historical, philosophical, institutional, and methodological perspective. As such, the curriculum reflects the research of the Department of Business Administration, which is also characterized by a multidisciplinary approach. Research within the Strategy group can be divided into three core generic themes: stakeholder management and strategic decision making; strategic responses to institutional complexity; and strategic reorientation and organization restructuring.

What we expect from you
You should hold or should anticipate completing a PhD in the field of Strategic Management or a related and clearly relevant field. Candidates for the position of assistant professor should be promising scholars. You will be expected to publish research in major international scientific journals and to teach high-quality graduate and undergraduate courses.

What we have to offer
We offer you:

  • employment: 1,0 fte;
  • a maximum gross monthly salary of € 5070 based on a 38-hour working week (salary scale 12). The salary depends on qualifications and experience;
  • in addition to the salary: an 8% holiday allowance and an 8.3% end-of-year bonus;
  • the salary depends on qualifications and experience;
  • duration of the contract: 4 years;
  • applicants from abroad moving to the Netherlands may qualify for a special tax relief, by which 30% of their salary is tax free;
  • you will be appointed as an Assistant Professor (UD).

Would you like to know more?
Further information on: http://www.ru.nl/nsm/

Prof. dr. Hans van Kranenburg
Telephone: +31 24 3612028
E-mail: h.vankranenburg@fm.ru.nl

Applications
Are you interested?
Please include with your application a motivation letter (attn. of Prof. dr. Hans van Kranenburg), CV and any required attachments. You should upload these documents using http://www.ru.nl/newstaff/working_at_radboud/details/online-solliciteren?tk=uk&recid=529628  before 1 April 2014.
Please submit a curriculum vitae, a list of publications, a brief cover letter that summarizes research and teaching experience, a research statement and the names of at least two references. Other materials will be requested at a later date when necessary.
For more information on the application procedure: +31 24 3611173

Responsibilities
As an Associate Professor of Strategic Management (at Nijmegen School of Management), you will provide high-quality courses related to Business Administration. You will be involved in the teaching programmes of the Nijmegen School of Management, in particular the Bachelor’s programme in Business Administration and the Master’s programme in Strategy. Furthermore, you are expected to carry out high-quality research activities in the field of Strategic Management, with reference to other research groups within the multidisciplinary setting of the faculty research institute Institute for Management Research (IMR), and to successfully obtain funding from governmental, European as well as private institutions. You publish regularly in leading international academic journals. You will participate actively in the internationalization activities of the Nijmegen School of Management.

Work environment
Radboud University Nijmegen is a comprehensive university with a broad focus. It has a modern, green campus that boasts various state-of-the-art facilities. Radboud University emphasizes personal attention, intensive education and a strong sense of community. All in all, this results in high-quality education and research and interdisciplinary cooperation, which make Radboud University a successful university of international standing.

The Nijmegen School of Management (NSM) of Radboud University Nijmegen in the Netherlands is an academic centre of research and higher learning, focusing on institutional and managerial issues within complex organizations in both the public and private domain. There are seven focus areas within the NSM: Business Administration, Public Administration, Political Science, Economics, Social and Political Sciences of the Environment, Human Geography, and Spatial Planning. The NSM strives for a multidisciplinary approach whenever possible. Altogether, the NSM employs 250 full-time staff, of whom 75% are academics. The NSM has about 3,000 students.

The Department of Business Administration is one of the four departments within the NSM and consists of five chairs: Strategy, Marketing, Organizational Development and Design, Strategic Human Resources Management and Methods. What sets the Nijmegen curriculum in Business Administration apart is that it takes a Responsible Organization perspective on Business Administration. This focus reflects a broader view concerning the developments within the discipline of management itself. In the curriculum, the standard course listing is therefore combined with classes that put Business Administration within an ethical, historical, philosophical, institutional, and methodological perspective. As such, the curriculum reflects the research of the Department of Business Administration, which is also characterized by a multidisciplinary approach.

What we expect from you
You hold a PhD degree in Business Administration, Economics or the Social Sciences. You should have international experience and a broad international network. You should have successfully developed one or more research lines in the area of Strategic Management evident from a strong publication record as well as experience in supervising PhDs and attracting research funding. You possess a senior university teaching qualification (in Dutch; UKO) or meet the criteria for such a qualification, which is apparent from an extended teaching experience, proven effective didactic skills, the capacity to develop and implement innovative teaching methods and proven ability to supervise the development and implementation of an academic study programme. You have managerial skills as well as the willingness to work together with other scholars within the Department of Business Administration, to contribute to the management and development of the department and to represent it at home and abroad. You possess excellent English language skills in oral and written communication.

What we have to offer
We offer you:
- employment: 1,0 fte;
- a maximum gross monthly salary of € 5,979 based on a 38-hour working week (salary scale 14);
- in addition to the salary: an 8% holiday allowance and an 8.3% end-of-year bonus;
- the salary depends on qualifications and experience;
- you will be appointed as an Associate Professor (UHD) in the Dutch university job-ranking system (UFO;
- the appointment is scheduled to start before October 2013.

Other Information
A full job description in English is available via p.mans@fm.ru.nl

Would you like to know more?
Further information on: www.ru.nl/NSM

or
Prof. dr. Hans van Kranenburg
Telephone: : +31 24 3612028
E-mail: h.vankranenburg@fm.ru.nl

Applications
Are you interested?
Please submit a curriculum vitae, a list of publications, a brief cover letter that summarizes research and teaching experience, a research statement and the names of at least two references. Other materials will be requested at a later date when necessary.
It is Radboud University Nijmegen's policy to only accept applications by e-mail. Please send your application, stating vacancy number 27.11.13, to vacatures@dpo.ru.nl, for the attention of Prof. dr. H. van Kranenburg, before 23 May 2013.

This special issue of Journal for East-West Business is devoted to the analysis and forecast of the business and management development in Russia. The papers in the issue will look at the least-researched areas of business and management and aim to discover factors that will affect East-West business in the near future.

We are especially looking for articles that can provide more insight on the following topics:

  1. Which changes in business philosophy and business policy of Russian companies are expected in the near future?
  2. Which changes in internal management are expected in the near future?
  3. How the local labor markets will react to the current economic conditions?
  4. How foreign companies operating in Russia will shape their strategies in the near future?
  5. What are the recent trends and forecasts for investments of Russian companies abroad?

We welcome studies based on qualitative and quantitative methods of analysis, including case studies. In case studies, the names of the companies should not be disguised.

Guidance notes:

  1. Articles should be based on original research and/or innovative analysis.
  2. The main findings should not have been published or submitted elsewhere.
  3. The editors expect articles to be theoretically informed and to express novel interpretations of the current and anticipated trends in Russian business management.
  4. Authors wishing to use social science or managerial instruments of analysis should adapt them so that they allow for dynamic analysis.

Articles should explain or predict change across time and not simply examine static conditions. Submitted manuscripts should not have been previous published nor be currently under consideration for publication elsewhere. All manuscripts are refereed through a blind peer review process. Please submit your manuscript by 30 July 2014 (or earlier) sending it directly to the Guest editor: gurkov@hse.ru

Redundancia is a foreign language simulation where participants experience speaking a language non-fluently: how it affects one's ability to stay focused and connected with the listener, and one's feelings of competence and confidence. Available for purchase through on a link on the site.

The School of Business at Renmin University of China is one of the leading business schools in China (http://www.rbs.org.cn/). The school prides itself on the longest history of management education in China, which can be traced back to the 1950s, along with a strong alumni basis and close ties to the business community. The school provides a supportive research environment, research funding, and modern facilities in its newly constructed Mingde Business School Building. Salaries will be competitive and commensurate with qualifications. Applicants for assistant professor positions should have a Ph.D. conferred by a leading university in the world in relevant fields with demonstrated research potential. Applicants for senior positions must have a strong record of published research in premier management journals. Demonstrated capability for quality teaching is also required. Please submit a letter of application, vita, sample research papers, teaching evaluations (if available), and the names of three references. Qualified candidates will be invited for interviews.

Renmin University of China Business School (RMBS), invites applications for up to two open-rank (assistant, associate, and full professors) tenured or tenure-track faculty positions in the area of International Business, and Strategic Management, and closely related disciplines.

Qualifications

Candidates applying for the assistant professor position must have an earned doctorate degree in International Business, Strategic Management or closely related disciplines from a AACSB/EQUIS accredited school or equivalently high ranking school before appointment date. Candidates must provide concrete evidence of research publication or potential for publication in the very top tier journals of the field (i.e. UTD 24 and FT 50). Candidates also should provide evidence of or demonstrate the ability in teaching excellence to a diverse group of students in English.

Candidates applying for the position of associate or full professor must have an excellent track record of publications in top tier journals (UTD 24 and FT 50). Experience in the industry and consulting is a plus. In addition, applicants for these senior positions should demonstrate evidence of and willingness to work with and supervise PhD student to help them with research and ultimately publication in internationally recognized journals. Senior position candidates are also expected to demonstrate ability to work in a collegial atmosphere and have a track record of serving on different committees.  

Responsibilities

The appointee(s) will be expected to maintain active research agenda as demonstrated by publication in the top most journals of the field (UTD 24 and FT 50).

The successful candidate is also expected to teach and supervise students at various levels including undergraduate, master’s (including MBA and EMBA), and PhD in English. Ability to teach in Chinese, in addition to English, is desired, but not required.

The appointee, specifically to a senior position, is also expected to provide services such as serving on committees to the School and occasionally to the University and work closely with master’s and PhD students.

The compensation package

The compensation package includes salary, relocation fund, and fringe benefits. Reduced teaching load is offered to junior faculty for the first three years to allow them focus on building their research program. The entire package is competitive in Mainland China and commensurate with qualifications, experience, and the rank of the position. Special assistants will be provided to help foreign faculty adapt to life in Beijing. Research support is available through multiple sources such as the School, University, municipality, and national levels. Due to its strong alumni network and close relationship with business communities, the School also provides its faculty opportunities to collaborate with practitioners from the industry and to conduct field research or gain access to big data.

Application process and material

Questions regarding this position should be directed to Dr. Chunling Zhu at zhuchunling@rmbs.ruc.edu.cn. Application material should include (a) a cover letter describing research and teaching interests, (b) curriculum vitae, (c) two to three published or unpublished sample research papers, and (d) recent teaching evaluations (if available). Short listed candidates will be required to provide name and e-mail address of three referees.

To be considered for the next year, application material should be submitted electronically to Dr Chunling Zhu at zhuchunling@rmbs.ruc.edu.cn before December 15, 2019.

About the University

Renmin University of China (RUC) is a university best known for its social sciences and humanities. Since RUC’s formal establishment in the current location in the Zhongguancun area in 1950, dubbed as Silicon Valley of China, in Beijing, more than 250,000 outstanding RUC graduates have made important contributions in many areas in public and private sectors. RUC has nine disciplines ranking first in China, namely Business Administration, Theoretical Economics, Applied Economics, Law, Political Science, Sociology, Journalism and Communication, Statistics, and Public Administration.

About the Business School

Renmin University of China Business School (RMBS), the largest school within the RUC system, boasts the longest history of management education in modern China, dating back to 1950. Being double accredited, by EQUIS and AACSB, RMBS is a member of the Global Network for Advanced Management, which was initiated by the Yale School of Management. The School is a leader with global perspective and insightful understanding of Chinese management.

Our research features indigenous management practices in China and adherence to the rigor of international standards. With approximately one third holding PhDs from overseas universities, the faculty members have contributed one high quality work to UTD 24 and FT 50 journal publications averagely every month in the recent three years. RMBS hosts the editorial office of Frontiers of Business Research in China (https://fbr.springeropen.com/), a Springer Open Access English quarterly journal, indexed by SCOPUS and ESCI, that publishes original research articles following a rigorous double-blind peer review policy.

Through seven departments of General Management, Finance, Management Science and Engineering, Accounting, Trade Economics, Marketing, OB&HR, RMBS offers many programs at undergraduate, masters, PhD and post doctorate levels. By 2018, Financial Times in its global ranking, had ranked RMBS’ Executive Education, MBA and Executive MBA programs as 13th, 39th, and 43rd respectively.

About the Department of General Management

With its 18 faculty members, the Department of General Management mostly focuses on Strategy, International Business, Entrepreneurship, Business Ethics, and Supply Chain Management. The faculty members have published in many flagship international journals such as Strategic Management Journal (2018), Journal of International Business Studies (2018), Journal of Business Ethics (2019), among others.

The School of Business at Renmin University of China is one of the leading business schools in China (http://www.rbs.org.cn/). The school prides itself on the longest history of management education in China, which can be traced back to the 1950s, along with a strong alumni basis and close ties to the business community. The school provides a supportive research environment, research funding, and modern facilities in its newly constructed Mingde Business School Building. Applicants are invited for all rankings in international business/management, strategic management, entrepreneurship, leadership, organization behavior, international trade and economics, industrial economics, capital asset pricing, accounting, auditing, innovation management, supply chain management, marketing, management sciences (decision science or information management), and technology pricing.

Applicants for assistant professor positions should have a Ph.D. conferred by a leading university in the world in relevant fields with demonstrated research potential. Applicants for senior positions must have a strong record of published research in premier management journals. Demonstrated capability for quality teaching is also required. Salaries will be competitive and commensurate with qualifications. Please submit a letter of application, vita, sample research papers, teaching evaluations (if available), and the names of three references. Qualified candidates will be invited for interviews. Please send application materials to: Mr. Jiang Ming: recruitment@rbs.org.cn Tel: 86-10-82509061 Fax: 86-10-82509172

The first in a series of reports looking at issues of internationalization and international business education in community colleges, this paper focuses on how presidents drive internationalization on community college campuses. This paper focuses on the internationalization at community colleges at a personal level, community level, institutional level, and also provides a three-pronged approach for implementation. 

The globalization of Chinese business enterprises, in the wake of the rapid ascent of the Chinese economy, has increased substantially. With it comes the question of how to explain Chinese corporate behaviour as an essential component of China's new status as a leading world economic actor. Multiple reasons can be adduced to explain this global ascent: China's enormous growth has fuelled its need for resources, both strategic and natural, resulting in differing choices and patterns of investment. China's globalization has been driven, in large measure, by its outbound and inbound FDI activities which have evolved rapidly in the past 20 years and have implied varying explanatory frameworks. Once Premier Wen Jaibao announced in 2004 that ‘the Chinese government encourages more enterprises to go global’, the pace of Chinese outbound investment began to accelerate, with foreign acquisitions doubling from 40 in 2003 to 82 in 2006 and reaching a high of 298 in 2009 or some $73.20 billion, anticipated to account for roughly 8% to 9% of global merger and acquisition activity in 2011 (Williamson & Raman, 2011). The Chinese government openly encourages Chinese investment abroad, supported by a vast pool of savings and export surplus earnings, in addition to relatively cheap labour.

China is seeking the development of world-class multinational companies with a full range of competences to explore and exploit opportunities around the world, yielding enhanced technical know-how and access to distant foreign markets (Alon & McIntyre, 2008). The globalization of Chinese firms, in particular, has generated increasing attention in the professional literature (e.g., Williamson & Raman, 2011). With rapid economic growth in China and the societies with Chinese heritage social science researchers have been debating an important question: whether existing theories, which are primarily developed in the setting of the mature economies in the West, are nonetheless relevant and capable of explaining the economic miracles in Chinese societies? Or whether new theories based on the Chinese experience need to be developed (Barney & Zhang, 2009)? This debate has sharpened in the late 1990s and into the new century as China became the world's manufacturing base.

Some scholars (e.g., Alon et al., 2009) believe that existing theories can satisfactorily explain the globalization of Chinese enterprises. Applying institutional (macro, external), resource-based, and internalization (micro, internal) theories to explain internationalization is now commonplace, but studies which seek to combine multiple theoretical approaches can offer a richer explanatory terrain. Scholars who assert that China's firm behaviour does not need uniquely Chinese theories argue that, by definition, a theory should be generalizable to different observations across countries. There may be variations in how a theory manifests itself in various settings but a theory such as agency theory, resource-based theory, or institutional theory should be universal.

On the other hand, researchers have called for more indigenous research to account for context-sensitive research. Tsui (2004) suggested that the North American bias of Chinese management research has hampered our understanding by focusing on context-free conceptualization, where in fact, as Child (2000, 2009) noted, high context cultures such as China's stress national difference.

Global management knowledge can be gained through either context-embedded, context-bounded, or context-specific conceptualization (Tsui, 2004). Indeed, the rapid political, economic, and cultural transformations in emerging markets, such as China, present unprecedented opportunities to apply general theories and develop new ones grounded in a new social context. Whether context-specific or context-embedded, the inclusion of context requires indigenization (Tsui, 2004, 2009). There is an opportunity to investigate the validity of mainstream Western theories in China, while maintaining sensitivity to local specifics, in order to broaden the range and applicability of these theories. The resource-based view, industry and institutional theories can be combined to achieve a better understanding of Chinese firms' behaviours.

This Call for Papers is designed to encourage all those who are currently researching in the field of Chinese Management Studies to submit a paper to be included in this ‘Research Handbook of the Globalization of Chinese Firms.’ The intention is for the handbook to be as comprehensive as possible and to include a broad cross-section of papers from the different theoretical frameworks used in the Globalization of Chinese Firms. As a result, we are looking for as many papers as possible using the different theoretical frameworks. We are especially interested in conceptual studies, empirical investigations and state of the art reviews in the following areas:
• Identify how the specific attributes of Chinese business groups help in developing multinational advantages which, in turn, lead to either asset exploitation in developing countries or asset augmentation in developed countries.
• At the organization level, examine the relationship between internal capital markets, scope economies, vertical and horizontal linkages and internalized capabilities.
• Examine the Inter-organizational attributes that constitute a location advantage as well as a linkage to learning.
• Assess the relationship between institutional support, location advantages and learning.
• Use resource-based, industry-based, and institution-based explanations to explain strategic- and market-seeking motivations for FDI.
• Explain the role of family ownership in the international involvement of Chinese firms.
• Evaluate the relationship between scope economies, vertical and horizontal linkages, internalization, technology-based competitive advantage, export experience, diversification, family ownership, excess family control, and high discretionary slack.
• Assess the role of Industry variables like inter-organizational linkages, industry competition, and industry R&D intensity.
• When Chinese firms go to a country with a different institutional environment explain how they adjust their organization to operate efficiently?
• Explain the significance of Institutional variables like government support and regulations.
• Describe how Chinese firms manage organizational learning.
• Evaluate the role of culture distance, as well as capital requirements, for Chinese firms as they globalize.
• Explain the role mergers and acquisitions play in diminishing the impact of potential corporate and national cultural clashes.

Deadline for receipt of manuscripts is November 30 2012.

Papers should be submitted via e-mail to one of the Editors, Dr. Craig Julian, at the following e-mail address: craig.julian@scu.edu.au

The Springer series addressing Operations Management, MEOP - Measuring Operations Performance is devoting its next peer-reviewed volume to the topic of Reshoring of Manufacturing. Interest in Reshoring strategies – intended as companies' decisions to reverse previous off-shoring by bringing manufacturing back home – has gained momentum recently. However, little is known so far about the magnitude of this phenomenon, about its geographical boundaries, and about the underlying motivations. In spite of this interest, academic attention is lagging behind, and research is characterized by the lack of a shared definition, of a full understanding of the extent and drivers of the phenomenon, its opportunities as well as the main challenges. Decisions to implement Reshoring strategies mainly concern those companies for which the home country is at a mature stage (United States, Western Europe, Japan) and the host country is a developing or emerging markets (Asia, Eastern Europe, Latin America). In addition, Reshoring affects all sectors, both in capital-intensive than those that are labour-intensive. By observing the initiatives implemented by governments of the home country, it is noted that the importance given to the phenomenon varies greatly, and not always, it has a positive correlation with the number of repatriations. One example is Italy, which is emerging as the second country in number of Reshoring decisions, but in which no relief is put in place in order to encourage entrepreneurs to come back.

However, the economic policies implemented by a government can have a crucial impact on the location choices of entrepreneurs, as shown by the United States, which is the country with the highest number of Reshoring decisions and where the government is actively working to facilitate the process. Knowledge about Reshoring stems from a fragmented collection of case studies as part of inter-university consortia such as Uni-CLUB MoRe, initiatives such as the American Reshoring Initiative, institutions such as the Fraunhofer Institute and the German consulting firm, such as Boston Consulting Group. The result is that there is no comprehensive overview of the phenomenon to analyse it in a systematic and comprehensive manner. There is also evidence that scarce attention has so far been devoted to the analysis of the drivers, opportunities and the challenges. As such there is the need to further investigate the phenomenon of Reshoring.

This volume will focus on Reshoring in an era of Globalization. It will seek to assess the state of Reshoring and how recent developments, whether pertaining to configuration, technology, the environment and otherwise are impacting it in terms of its content and direction and in other ways and in its relationship to Manufacturing Performance. To this purpose, contributions are invited that address the above theme focusing on the following topics. However, this is not an exclusive list and all contributions that relate to the theme will be considered.

  • The state of Reshoring within International Manufacturing Strategy
  • Forces and drivers influencing Reshoring
  • International Supply Chain Transformations as a result of Reshoring
  • Changing configuration conditions and International Manufacturing Strategy as a result of Reshoring
  • ICT and Reshoring
  • Opportunities associated with Reshoring
  • Challenges associated with Reshoring
  • Reshoring and the Green agenda
  • The circular economy and the impact of sustainability
  • Risk and resilience of Reshoring
  • The influence of emerging technologies on Reshoring
  • The interplay of Reshoring and servitisation
  • Emerging Multinationals and their impact on Reshoring
  • Data analytics and Reshoring

The editor will select submissions for peer review. In particular papers adopting a case-study approach are particularly welcome.

The following are the key dates:

  • Proposals Submission: 31/12/2016
  • Proposals Acceptance: 15/01/2016
  • Full Paper Submission due: 15/02/2017
  • Editors select submissions for peer review: 15/03/2017
  • Reviews returned to contributors with directions from editors: 15/04/2017
  • Resubmissions of the final manuscript due: 15/05/2017

Proposal submissions should be sent to the volume editor Professor Alessandra Vecchi (email alessandra.vecchi@unibo.it) no later than 31/12/16. The book will be suitable to be used as a teaching aid in a variety of courses in different disciplines (ranging from International Business, Operations Management to Production Management) both at undergraduate and postgraduate level. Additionally the book will be relevant to academic, researchers and practitioners who have a keen interest in the manufacturing industry.

Introduction

At a time when international business scholars have called on executives and managers to place greater attention on corporate social responsibility in order to address issues of inequality, diversity, inclusion, and sustainability, in line with Rasche and Gilbert’s (2015) broader call, it is appropriate for the academic community to turn its attention inward and address the issue of responsibility in international business education.  Given the expansion of IB educational activities through increasing coverage of relevant topics in functional courses, what is the role of IB education in shaping the mindsets and values of the business leaders of tomorrow?  What is the unique contribution of IB courses to transforming business students into citizens of the world?  In short, what responsibility do international business educators have and what do they aspire to achieve as educators?

Several aspects of IB education raise distinctive issues when addressing matters related to educator responsibility.  It is not uncommon, for instance, for educators to seek not just education, but transformation.  This has given rise to increasing use of experiential learning approaches (Taras & Gonzales-Perez, 2015), particularly in cross-cultural management courses.  In 2014, AIB Insights (Maznevski, 2014; Peterson, 2014) dedicated an issue to one instance of an experiential activity that went terribly wrong, thereby plunging students, the instructor, and the institution into turmoil.  What responsibility do instructors and institutions have in the selection and implementation of different pedagogies? To what extent do IB educators consider the impact their instructional decisions may have on their students, institutions of higher education, and the world?

In a similar vein, in a time of instability in sociopolitical and economic structures on the global level (Meyer, 2017) – amid calls for de-globalization and appeals to reconsider capitalism – what role does IB education play in promoting and maintaining civility and rationality in the broader public square?

In this AIB Insights Special Issue, we seek to further flesh out the contours of responsible IB education and promote a dialogue about enhancing the quality of IB education through an acceptance of greater accountability.

Example Topics

While we are broadly interested in any topic related to the Special Issue theme that encourages a discussion of the responsibilities of IB educators, some potential topics for the special issue are listed below.

  • What is different about teaching IB from teaching in other disciplines (e.g., management, finance)?
  • What ethical considerations and concerns underlie the teaching of IB?
  • What are the responsibilities of educators in the IB field to stakeholders (i.e., students, sponsoring institutions, employers, societies)?
  • How do these responsibilities vary based on:
    • Lcation (e.g., within country or outside)?
    • Timeframe (e.g., befre, during or after international experience)?
    • Student demgraphics (e.g., age, gender, domestic versus international)?
  • How do we ensure that IB education provides the transformational process that we aim for, and what responsibilities do educators have in designing and overseeing this process?
  • What are the ethical issues associated with IB education?
  • How does viewing IB education as a calling impact perceptions of responsibility?
  • What is the role of IB education in a time of calls for de-globalization?
  • What responsibility do educators have when selecting and implementing different pedagogy?

Submission Process and Timeline

AIB Insights is the Academy of International Business official publication that provides an outlet for short (around 2500 words), interesting, topical, current and thought-provoking articles. Colleagues interested in submitting their work to this Special Issue should consult the AIB Insights Editorial Policy and use the Online Manuscript Submission System, both of which can be accessed via the AIB Insights website at https://aib.msu.edu/publications/insights. Please select “Special Issue: IB Education” under ‘Track’ when submitting your manuscript.

Timeline: Please submit your work on or before October 31, 2019. Expected publication of this Special Issue is in the first half of 2020.

References

Maznevski, M. (2014). Managing Deep Intercultural Training Exercises. AIB Insights14(2), 7.

Meyer, K. E. (2017). International business in an era of anti-globalization. Multinational Business Review25(2), 78-90.

Peterson, M. F. (2014). Stepping on cultural and religious assumptions. AIB Insights14(2), 4.

Rasche, A., & Gilbert, D. U. (2015). Decoupling responsible management education: Why business schools may not walk their talk. Journal of Management Inquiry24(3), 239-252.

Taras, V., & Gonzalez-Perez, M. A. (Eds.). (2015). The Palgrave handbook of experiential learning in international business. Palgrave Macmillan.

For Submissions, Ideas And Questions, Please Contact: insights@aib.msu.edu

AIB Insights (ISSN: print: 1938-9590; online: 1938-9604) provides an outlet for short, topical, stimulating, and provocative articles.

Past copies of AIB Insights can be accessed through the AIB website at http://aib.msu.edu/publications/insights

 

AIB Insights Editorial Team

John Mezias, Editor

William Newburry, Associate Editor

Anne Hoekman, Managing Editor

Chei Hwee Chua, Communications Officer

Call for papers – Technovation

Rethinking Knowledge Management in the Age of Digitalization

Submission deadline: 31 May 2026

This special issue encourages a rethinking of knowledge management in the digital age, exploring how digital tools, platforms, and ecosystems reshape knowledge processes and address the critical challenges organizations face during this transition.

Guest editors:

Abby Zhou, PhD
Associate Professor, The University of Nottingham Ningbo China, China

Mikael Samuelsson, PhD
Full Professor, Graduate School of Business, University of Cape Town, South Africa

H. Emre Yildiz, PhD
Associate Professor, Mälardalen University, Sweden

Adis Murtic, PhD
Vice President, Siemens Energy, Sweden

Special issue information:

Motivation for the Special Issue

The advancement of digital technologies profoundly affects how organizations manage, share, and create knowledge within and across organizational boundaries. Technologies such as artificial intelligence (AI), machine learning (ML), big data analytics, cloud computing, and digital platforms are enhancing knowledge processes and introducing new complexities and challenges. Organizations must reconsider their knowledge management strategies in the digitally-driven environment to remain competitive, agile, and innovative.

Digital tools and technologies provide unique and novel opportunities for enhanced knowledge sharing, collaboration, and innovation across organizational boundaries. The rise of AI, as Raisch & Krakowski (2021) highlight, has introduced new ways to automate and enhance decision-making processes, enabling organizations to optimize knowledge-intensive activities and gain competitive advantages. However, integrating AI into knowledge management systems presents a challenge: organizations must ensure that AI enhances rather than replaces critical human expertise, as over-reliance on AI could erode contextual understanding and strategic decision-making capacities.

Furthermore, the global shift towards digital ecosystems has reshaped the traditional knowledge creation and transfer paradigms (e.g., Gupta, Mejia, & Kajikawa, 2019; Bereznoy, Meissner, & Scuotto, 2021; Marinelli et al., 2024). Digital tools like cloud-based systems and collaborative platforms have enabled more dynamic and decentralized knowledge processes. Several studies (e.g., Chen et al., 2022; Mei, Zheng, & Zhu, 2022; Chen, Richter, & Patel, 2021) emphasize that while digital platforms facilitate efficient collaboration across geographically dispersed teams, they also introduce governance challenges related to data ownership, security, and intellectual property. These challenges are particularly evident in international knowledge transfer, where digital platforms must operate within cross-border regulations and cultural differences (Kim & Cavusgil, 2020). Organizations must develop new governance models that ensure transparency, trust, and ethical use of digital tools. Therefore, balancing technological advancements with robust governance structures is critical for safeguarding knowledge assets in a digitalized and globalized world.

Despite the increasing digitalization of knowledge management, significant gaps remain in our understanding of how organizations can fully leverage these technologies. For instance, while digital tools can accelerate knowledge creation and dissemination, they often create bottlenecks in knowledge recombination and integration, especially in complex and dynamic environments (Ruiz, Brion, & Parmentier, 2020). Similarly, digital platforms can enhance efficiency but may also introduce challenges in aligning technological automation with human flexibility and creativity—two essential elements for effective knowledge management. These challenges and tradeoffs underscore the need for more empirical studies to explore how digital tools can be effectively integrated into existing knowledge management frameworks.

At the intersection of AI and knowledge management, the dual role of AI as both an enabler and potential disruptor of knowledge processes has been increasingly discussed. AI-driven systems can greatly improve knowledge retrieval, analysis, and distribution (Jarrahi et al., 2023). Still, they also pose risks of bias, ethical dilemmas, and the potential loss of critical human judgment (Olan et al., 2022). Ensuring that AI systems complement rather than replace human expertise is a key challenge for organizations moving forward.

Furthermore, the emergence of digital knowledge and innovation ecosystems presents both opportunities and challenges. Digital ecosystems allow organizations to overcome traditional barriers to knowledge transfer, promoting real-time collaboration and fostering innovation (Brea, 2023; Burström et al., 2021). On the other hand, these ecosystems also bring forth issues related to governance, data transparency, and the equitable distribution of knowledge (Chen et al., 2022). Therefore, digital innovation ecosystems represent a shift from traditional hierarchical structures to more dynamic and decentralized models, requiring new approaches to manage knowledge flows across networks of individuals, organizations, and institutions.

However, our understanding of the interaction between digitalization and knowledge management and the impact of technologies such as AI and ML on intra- and inter-organizational knowledge sharing remains limited. Additionally, there is a knowledge gap regarding the challenges organizations face, such as governance and security issues of knowledge management, in these technological shifts. It is also unclear how organizations can overcome these challenges and effectively create and leverage synergies through ecosystems or platforms.

Building on these contemporary debates, this special issue seeks to explore the intersection of digitalization and knowledge management. Specifically, it aims to investigate how digital tools, platforms, and ecosystems are reshaping knowledge processes and the critical challenges organizations face in this transition. This special issue will address key research gaps by advancing our theoretical and empirical understanding, offering valuable insights for scholars and practitioners alike.

Relevance of the Special Issue

Knowledge is the cornerstone of technological innovation, serving as the foundation for both new product development and process optimization. Technovation has long been a leading forum for scholarly discussions on knowledge management, featuring research on knowledge transfer (Pitafi et al., 2023; Majuri, 2022; Wang & Lu, 2021), knowledge acquisition (Gao & Rai, 2023), knowledge sharing (Ahmadpour et al., 2023; Wang & Hu, 2017), and knowledge flows (Varshney & Jain, 2022). These topics are central to understanding how organizations generate, integrate, and apply knowledge to drive technological advancements. However, the increasing digitalization of organizational processes and decision-making presents both opportunities and challenges that remain underexplored in the existing literature.

Recent Technovation special issue calls have emphasized the growing role of AI, digital platforms, and emerging technologies in shaping innovation and business processes (e.g., Carayannis, Komninos, & Sindakis, 2024; Den Hartigh et al., 2023). However, the intersection between digital transformation and knowledge management remains fragmented, particularly regarding how organizations can leverage these technologies to optimize knowledge-related processes while mitigating associated risks. This special issue directly contributes to Technovation's scope by examining the ways in which digitalization is reshaping knowledge-intensive activities across industries, including innovation-driven sectors such as high-tech manufacturing, digital services, and platform-based ecosystems.

Moreover, Technovation is committed to advancing both theoretical and applied perspectives on technological innovation, emphasizing the role of digital technologies in transforming business models, competitive dynamics, and knowledge-based decision-making. This special issue aligns with this objective by exploring how organizations reconfigure their knowledge management strategies in response to digital transformation, the integration of AI, and the emergence of knowledge ecosystems. The contributions to this issue will provide insights into how firms manage digital transitions, balance automation with human expertise, and develop governance models to manage knowledge flows across organizational and national boundaries. By bridging the gap between digitalization and knowledge management, this special issue advances Technovation's focus on technological innovation from both process and product perspectives. We seek to uncover how digital technologies not only enable knowledge creation and dissemination but also reshape the very mechanisms through which innovation occurs, which will offer valuable implications for scholars, practitioners, and policymakers alike.

Scope of the Special Issue

This special issue centers on the role of digitalization in transforming knowledge management practices, with a particular focus on how digital tools and platforms reshape the creation, sharing, and utilization of knowledge within organizations. As Chen et al., (2022) highlight, the digital transformation of knowledge processes is not merely a matter of adopting new technologies; it requires fundamentally rethinking organizational structures, strategies, and governance models.

Specifically, this special issue will solicit contributions on the following themes:

1. Digital Transformation of Knowledge Management

Digitalization has introduced a paradigm shift in how organizations create, store, and share knowledge. Technologies like AI, big data, and cloud computing enable organizations to manage vast information, streamline decision-making processes, and increase innovation potential. However, these advancements also demand new organizational capabilities and frameworks (Sjödin, Parida, & Kohtamäki, 2023). The transformation process involves restructuring and aligning organizational processes with digital tools to optimize knowledge workflows. This theme focuses on how organizations can develop strategies to leverage these technologies effectively, ensuring that knowledge management is not just digitized but also enhanced in terms of accessibility, usability, and security.

2. Intra- and Inter-Organizational Knowledge Sharing

Digital platforms have fundamentally altered the dynamics of knowledge sharing, enabling more seamless collaboration across internal teams and external partners. It has been shown that digital platforms can facilitate the real-time exchange of information, reducing silos and fostering innovation across departments and even across industries (Burström et al., 2021). Yet, these platforms also introduce data privacy, intellectual property, and trust challenges. This theme focuses on the mechanisms through which organizations can harness digital platforms to overcome barriers to knowledge sharing and how they can manage the associated risks.

3. Impact of AI and Automation on Knowledge Management

AI and automation transform how organizations approach knowledge-intensive tasks, such as data analysis, decision-making, and retrieval. While AI can enhance the speed and accuracy of these tasks, it also raises critical questions about the role of human judgment and expertise (Olan et al., 2022). Organizations must integrate AI effectively while maintaining the human element essential for creativity and contextual decision-making. This theme explores the balance between AI-driven automation and human expertise in knowledge management and the long-term implications for organizational innovation and resilience.

4. Governance and Security of Digital Knowledge Systems

Adopting digital knowledge platforms necessitates robust governance structures to address data security, privacy, and intellectual property issues. Organizations must develop new governance models that ensure transparency, accountability, and compliance with evolving regulations (Chen et al., 2022). This theme examines organizational challenges in governing digital knowledge systems and the strategies they can employ to mitigate risks while ensuring these systems' ethical and effective use.

5. Digital Knowledge Ecosystems

There is a burgeoning stream of research on the emergence of digital knowledge ecosystems (Gupta et al., 2019; Bereznoy et al., 2021), representing a new collaborative model where knowledge is co-created and shared across networks of organizations, individuals, and institutions. These ecosystems are dynamic, decentralized, and global in scope, presenting both opportunities and challenges for managing knowledge flows. This theme investigates how organizations can engage with and benefit from digital knowledge ecosystems, exploring the implications for innovation, value creation, and competitive advantage.

Relevant to the themes summarized above, potential research questions include, but are not limited to, the following:

  • How do AI, big data analytics, and cloud computing influence knowledge creation and transfer within organizations?
  • What are the challenges of implementing digital platforms for knowledge management in multinational organizations, and how can they be overcome?
  • How does integrating digital knowledge systems impact the balance between technological automation and human expertise in decision-making?
  • What governance models can organizations adopt to manage the risks associated with digital knowledge systems, particularly concerning data privacy and intellectual property?
  • How do digital ecosystems support or hinder the co-creation and sharing of knowledge between organizations in global markets?
  • What are the long-term effects of digital transformation on organizational knowledge retention and innovation capabilities?
  • How can digital platforms be designed to enhance collaboration and trust between different stakeholders in knowledge ecosystems?
  • How can organizations address the ethical concerns related to AI-driven knowledge management systems, particularly those related to data security and bias?
  • What are the implications of digitalization on knowledge worker roles and how can organizations ensure a smooth transition for their workforce?
  • How do AI and automation influence the development of dynamic capabilities within organizations, enabling them to adapt to rapidly changing environments?
  • What are the effects of digitalization on knowledge management in small and medium-sized enterprises (SMEs) versus large multinational corporations (MNCs)?
  • How can digital technologies help address the knowledge management challenges of geographically dispersed teams in global organizations?
  • What strategies can organizations implement to ensure knowledge equity in digital knowledge systems, particularly for underrepresented groups within the workforce?

We invite high-quality manuscripts that employ a variety of research designs, including qualitative, quantitative, and mixed-methods approaches. Papers should offer novel insights into the intersection of digitalization and knowledge management, providing both theoretical contributions and practical implications for organizations. We also encourage longitudinal studies that examine how organizations change their knowledge management practices over time as they adopt new digital tools and platforms.

In addition to empirical papers, we welcome conceptual papers that advance theory in digital knowledge management, review papers that synthesize the existing literature, and proposals for new frameworks for future research. Insight papers that reflect on practical challenges and propose actionable solutions for knowledge management in digital environments are also encouraged.

Manuscript submission information:

Please submit the manuscripts to Editorial Manager®, and select article type name "VSI: Rethinking Knowledge Management" to link the manuscripts to the Special Issue. 

All submissions deemed appropriate for peer review shall undergo evaluation by a minimum of two independent reviewers. Upon acceptance, the manuscript will transition to the production stage and be published concurrently in the current regular issue as well as incorporated into the online Special Issue. Articles from this Special Issue will be showcased in various regular issues of the journal, distinctly labeled and identified as components of the Special Issue

Important dates

  • Submission opening: September 1st, 2025
  • Submission Deadline: May 31st, 2026
  • 1st Round review decision: September 1st, 2026
  • Revised Manuscript due: January 30th, 2027
  • 2nd round revision decision May 31st, 2027
  • Final revised manuscript: August 31st, 2027
  • Final authors notification of acceptance January 30th, 2028

Questions regarding all aspects of this special issue may be addressed to ALL of the co-guest editors:

The Journal of International Marketing wishes to advance Review Articles.

Research in international marketing continues to expand, developing new and innovative dimensions to complex international marketing phenomena. The increase in the amount of research in international marketing poses a challenge to international marketing scholars in identifying relevant prior literature and isolating the most important topics to address for the advancement of the discipline. As such, the Journal of International Marketing wishes to publish articles which both (1) rigorously review the current state of international marketing thought in international marketing areas and (2) provide guidance for future research and practice in these areas. Articles can employ any number of approaches, inclusive of, but not limited to, theoretical review, structured reviews of literature areas, and meta-analytic reviews.

Potential topics of interest would include, but are not limited to:
• Understanding the antecedents and consequences of international marketing strategy standardization/adaptation
• Born globals: Integrating the literature and setting a future research agenda
• Integrating the exporting literature: Antecedents and consequences of export performance
• An integrative assessment of research on international strategic alliances/joint ventures
• Meta-theoretical assessment of the international marketing literature
• Understanding the role of external factors on international marketing issues: A meta-analysis
• Marketing aspects of international entrepreneurship: A review and future research directions
• Theoretical approaches to international channel strategy
• Understanding international pricing strategies:  A literature review with directions for future research
• Advancement and challenges to international advertising research: A meta-analysis
• The employment of transaction cost theory in international marketing strategy
• Agency theory’s insights on international marketing topics
• The complexity of the country-of-origin literature: Past, present, and future
• Understanding marketing’s interaction with society: public policy implications
• Evaluating conceptual and empirical research on the internationalization process of the firm

This is an “open” call and as such there is no specified deadline.

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

Questions should be directed to:
David A. Griffith
Editor, Journal of International Marketing
The John William Byington Endowed Chair in Global Marketing
Professor of Marketing
Department of Marketing
The Eli Broad Graduate School of Management
Michigan State University
N370 North Business Complex
East Lansing, MI 48824-1122, USA
Tel: 517.432.6429
Fax: 517.432.1112
email: Griffith@bus.msu.edu

The Richard Ivey School of Business is recognized worldwide for the quality of its management education and research. The School’s major activities include: highly regarded MBA and undergraduate programs; a well established doctoral program active in most major areas of management; a new MSc in Business program with a major in International Business; as well as a portfolio of programs for executives, including an Executive MBA delivered in Canada and Hong Kong.

The School is internationally oriented in terms of curricula, research, faculty, and students. The School is located in London, Ontario, a community of 340,000 equidistant from Toronto and Detroit. The Canadian Executive MBA facilities are located at the Exchange Tower in downtown Toronto. The Asia campus is located at the Hong Kong Convention and Exhibition Center. The School is part of a larger University community with approximately 33,000 full-time students.

The School seeks candidates for a probationary (tenure-track) Assistant Professor or tenured Associate or Professor appointment in International Business. The position is available to begin July 2012. Candidates should have a Ph.D. or be very close to completion. The successful candidate will have demonstrated a strong commitment to the practice of management in both research and teaching.

The successful candidate’s teaching/research will be in international strategy, or a closely related area. A strong and active research record in international business is required. The ability to teach International Business courses is essential. Teaching experience is highly valued, particularly with case studies. Non-tenured Limited Term or Visiting appointments will also be considered. The position is subject to budget approval. Applicants should have fluent written and oral communication skills in English.

All qualified candidates are encouraged to apply; however, Canadians and permanent residents will be given priority. The University of Western Ontario is committed to employment equity and welcomes applications from all qualified women and men, including visible minorities, aboriginal people and persons with disabilities. Submission deadline is September 30, 2011, although applications will be accepted until the position has been filled.

Professors Paul Beamish, Shih-Fen Chen and Christopher Williams from Ivey will be attending both the 2011 Academy of International Business and Academy of Management conferences. For information on how to apply, please visit our website at www.ivey.uwo.ca/faculty/Career_Opps.htm. Email: facultypositions@ivey.ca.

The Richard Ivey School of Business seeks candidates for a probationary (tenure-track) Assistant Professor or tenured Associate or Professor appointment in the area of International Business. The position is available to begin July 2013. Candidates for the tenure-track appointment must have a Ph.D., or be very close to completion. A tenured appointment requires a strong and active research record with significant publications. The successful candidate will have a strong commitment to the practice of management in both research and teaching. Demonstrated research interest in international business/global strategy areas is highly valued, and the ability to teach international business courses is essential. Teaching experience with case studies is particularly valued. Qualified candidates for Visiting and Limited Term appointments will also be considered.

The Richard Ivey School of Business is Canada’s premier business school and is recognized worldwide for the quality of its management education and research in the field of international business. The School’s major degree program activities include: a highly regarded MBA program, a prestigious two-year undergraduate program; a well established doctoral program; and an Executive MBA delivered in Toronto and Hong Kong. The School also has a large portfolio of executive education offerings delivered worldwide. The School is located in London, Ontario, Canada, a community of 350,000 equidistant from Toronto and Detroit. The Canadian Executive MBA facilities are located at the Exchange Tower in downtown Toronto. A campus is also located in Asia at the Hong Kong Convention and Exhibition Center that is designed to meet the exacting standards of the School’s Executive MBA Program. The School is part of a larger University community with approximately 30,000 full-time students.

The position is subject to budget approval. Applicants must have fluent written and oral communication skills in English. All qualified candidates are encouraged to apply; however, Canadians and permanent residents will be given priority. Western University is committed to employment equity and welcomes applications from all qualified women and men, including visible minorities, aboriginal people and persons with disabilities.

Submission deadline is October 1, 2012, although applications will be accepted until the position has been filled.

For information on how to apply, please visit our website at www.ivey.uwo.ca/faculty/Career_Opps.htm. www.ivey.uwo.ca Email: facultypositions@ivey.ca

The College of Business, Rikkyo University (Tokyo, Japan) invites applications for an open-rank position (a tenured full or associate professor, or a tenure-track assistant professor) in international business.

Applicants should have a Ph.D. degree in business or a closely related field, with a solid track record (or potentials for a tenure-track position) of high quality research and teaching in English. Preferences will be given to those with international business and strategic management.

Two thirds of undergraduate elective courses of the department of global business, and all the master level courses in the Master of International Business program, are taught in English. However, competence in the Japanese language is desirable.

The successful candidate will teach courses on international business, strategic management, among others, at both undergraduate and graduate levels.

The appointment will be effective from April 1, 2013.

Salary and compensation commensurate with qualifications and experience as determined by the university policy.

Rikkyo University, located in central Tokyo, is one of the oldest and highly selective private universities in Japan. Its College of Business is unique in that it is one of very few fully fledged bilingual (Japanese and English) business programs in Japan at both the undergraduate and the graduate levels. More details should be found at: http://cob.rikkyo.ac.jp/en/

Applications should send the application packet containing the following materials to us at the address below:

(1) Curriculum Vitae including a list of publications;
(2) Certificates of graduate degrees;
(3) Evidence of teaching effectiveness;
(4) Publication copies of research samples (up to three pieces); and
(5) Reference (recommendation letter).

Please send the application packet by November 30, 2012, to the following address:

International Business Program,
College of Business, Rikkyo University
3-34-1 Nishi Ikebukuro, Toshima-ku, Tokyo, Japan 171-8501
Email: cob@rikkyo.ac.jp

All applicants will be notified of the result of the initial screening by email by mid December. Successful candidates will be invited to an interview, a mock class session and a research presentation, which may take place between mid December 2012 and mid January 2013. 

The College of Business, Rikkyo University (Tokyo, Japan) invites applications for a position at the nontenured assistant professor level in international business.

Applicants should have a Ph.D. degree in business or a closely related field, with a track record or potentials of high quality research and teaching in English. Two thirds of undergraduate elective courses of the department of global business, and all the master level courses in the Master of International Business program, are taught in English. However, ability to also teach in Japanese is an advantage, and competence in the Japanese language is desirable for non-teaching duties and on campus communication. Preferences will be given to those with international business and strategic management.

The successful candidate will teach courses on international business, strategic management, among others, at both undergraduate and graduate levels.

The appointment will be effective from either April 1, 2015, or September 1, 2015.

Salary and compensation commensurate with qualifications and experience as determined by the university policy.

Rikkyo University, located in central Tokyo, is one of the oldest and highly selective private universities in Japan. Its College of Business is unique in that it is one of very few fully fledged bilingual (Japanese and English) business programs in Japan at both the undergraduate and the graduate levels. More details should be found at: http://cob.rikkyo.ac.jp/en/
 
Applications should send the application packet containing the following materials to us at the address below:

  1. Curriculum Vitae including a list of publications; 
  2. Certificates of graduate degrees;
  3. Evidence of teaching effectiveness;
  4. Publication copies of research samples (up to three pieces); and
  5. Information on Referees (name, affiliation, title, and contact information).

Please send the application packet to the following address by November 28, 2014:
*It should be postmarked on or before November 28, 2014.

International Business Program,
College of Business, Rikkyo University
3-34-1 Nishi Ikebukuro, Toshima-ku, Tokyo, Japan 171-8501
Email: cob-saiyou@rikkyo.ac.jp  

All applicants will be notified of the result of the initial screening by email by mid December. Successful candidates will be invited to an interview, a mock class session and a research presentation, which may take place between mid December 2014 and mid January 2015.

The College of Business, Rikkyo University (Tokyo, Japan) invites applications for the rank of a tenured associate professor or a tenure-track assistant professor in strategic management and international business.

Applicants should: (1) have a Ph.D. degree in the relevant fields, (2) be able to teach courses in strategic management in English and Japanese at both the undergraduate and the graduate (Master's) levels, (3) be able to conduct high quality research, (4) be a team player and be able to work with other instructors to co-teach certain courses, and (5) be able to actively contribute to the university and the college through committees, etc. 

Two thirds of undergraduate elective courses of the department of global business, and all of the courses in the Master of International Business program, are taught in English. However, competence in the Japanese language is necessary since many of the university committee activities are conducted in Japanese.

The appointment will be effective from either April 1st or September 1st of 2016.

Salary and compensation commensurate with qualifications and experience as determined by the university policy.

Rikkyo University, located in central Tokyo, is one of the oldest and highly selective private universities in Japan. Its College of Business is unique in that it is one of very few fully fledged bilingual (Japanese and English) business programs in Japan at both the undergraduate and the graduate levels. More details should be found at: http://www.mib-rikkyo.info/

Please send the application packet containing the following materials to us at the address below:

  1. Curriculum Vitae including a list of publications;
  2. Certificates of graduate degrees;
  3. Evidence of teaching effectiveness;
  4. Publication copies of research samples (up to three pieces); and
  5. Information of the Referees (name, affiliation, position and contact information).

Please send the application packet by September 30, 2015, to the following address:

c/o Strategic Management Position

College of Business, Rikkyo University

3-34-1 Nishi Ikebukuro, Toshima-ku, Tokyo, Japan 171-8501

Email: cob-saiyou@rikkyo.ac.jp (This email address is to receive the application packet only. For inquiries, please send a message to cob@rikkyo.ac.jp

The College of Business, Rikkyo University (Tokyo, Japan) invites applications for a position at the nontenured assistant professor level in international business.

Applicants should have a Ph.D. degree in business or a closely related field, with a track record or potentials of high quality research and teaching in English. Ability to also teach in Japanese is an advantage. Preferences will be given to those with international business and strategic management.

Two thirds of undergraduate elective courses of the department of global business, and all the master level courses in the Master of International Business program, are taught in English. However, competence in the Japanese language is desirable.

The successful candidate will teach courses on international business, strategic management, among others, at both undergraduate and graduate levels.

The appointment will be effective from April 1, 2014.

Salary and compensation commensurate with qualifications and experience as determined by the university policy.

Rikkyo University, located in central Tokyo, is one of the oldest and highly selective private universities in Japan. Its College of Business is unique in that it is one of very few fully fledged bilingual (Japanese and English) business programs in Japan at both the undergraduate and the graduate levels. More details should be found at: http://cob.rikkyo.ac.jp/en/ 

Applications should send the application packet containing the following materials to us at the address below:

  1. Curriculum Vitae including a list of publications;
  2. Certificates of graduate degrees;
  3. Evidence of teaching effectiveness;
  4. Publication copies of research samples (up to three pieces); and
  5. Information on Referees (name, affiliation, title, and contact information).

Please send the application packet by December 1, 2013, to the following address:

International Business Program,

College of Business, Rikkyo University

3-34-1 Nishi Ikebukuro, Toshima-ku, Tokyo, Japan 171-8501

Email: cob@rikkyo.ac.jp

All applicants will be notified of the result of the initial screening by email by mid December. Successful candidates will be invited to an interview, a mock class session and a research presentation, which may take place between mid December 2013 and mid January 2014.  

International Business Associate of Science Degree. There is also an option for a certificate in International Business.

Critical Perspectives on International Business invites the submission of articles that address the theme “Rising power firms and FDI - The challenge of economic development”. Rising powers refers to countries such as China, India and Brazil which are on a steep growth and development trajectory and rising power firms refers to emergent and leading firms from these countries with a clear strategic intent to challenge western and dominant forms of economic organisation (e.g. multinational enterprises (MNEs), lead firms in global value chains (GVCs)) (Luo and Tung 2007). Recent deliberations in international business pertaining to the impact of MNEs on economic development suggest a revision of dominant firm strategies along the side of social embeddedness, local relationship formation and social entrepreneurship (Seelos and Mair 2005; Tasavori and Sinkovics 2011; Yamin and Sinkovics 2009). Social embeddedness denotes an emerging concept of the engagement of firms in local economies and networks (Badry 2009), which extends beyond the definition of business networks which focusses mostly on direct suppliers and customers (Forsgren, Holm, and Johanson 2005). In particular, social embeddedness affords a clear link to broader concepts such as legitimacy of international business in emerging economies (Gifford, Kestler, and Anand 2010; Reimann et al. 2012). London and Hart (2004) offer examples of companies succeeding in less developed countries by pursuing relationships with non-traditional partners, co-inventing custom solutions, and building local capacity. They highlight the importance of capabilities of social embeddedness as a way for MNEs to perform effectively in less developed environments with mutual benefits for themselves and the host economies. Brady (2009) examines relational and structural network aspects and their influence on the success of companies’ Base of the Pyramid (BOP) strategies.

Nevertheless, given the dominant strategic trajectories of most MNEs from advanced economies a social embeddedness orientation entails perhaps too radical a shift in their strategies (Zanfei 2005). In contrast, rising power firms from emerging economies are arguably more likely to exhibit higher levels of capabilities for social embeddedness by default. As Amsden (2009) suggests, they typically have more knowledge of the local business environment, and are better plugged into relational and social networks.

This may have significant implications for international business in that patterns of South-South trade, FDI and other economic interactions can promise greater degrees of development outcomes and will offer products and techniques with an improved fit for customers and other users.

Manuscripts are solicited on topics addressing …
This special issue invites conceptual and empirical research that sheds greater light on the capabilities of rising power firms, their engagement and social embeddedness in both their own environment and in cross-border environments and their distinctive development impact of specific firm strategies. Within this framework we are interested in contributions that address one or more of the following issues:
• Is the growth of rising power firms based on highly distinctive business models or are these just a replication of existing ones?
• Is there any empirical evidence that suggests traditional and rising power firms exhibit different developmental impacts?
• Studies exploring the nature of social or community embeddedness of rising power firms – are there any lessons of this for western multinationals?
• Empirical studies that investigate the impact of rising power firms on poverty reduction, in their own country and other markets.
• Studies examining the involvement of rising power firms in global value chains or global production networks with specific reference to standards (labour, environment, products) or ‘double-standards’.
• Studies that address CSR practices and approaches in relation to rising power firms.
• The role of innovation, technological upgrading and leveraging on economic development.
• Studies that focus on how social embeddedness of rising power firms may foster innovation capabilities.

Special Issue Editors
Rudolf R. Sinkovics, Manchester Business School, http://www.personal.mbs.ac.uk/rsinkovics/, Email: Rudolf.Sinkovics@manchester.ac.uk
Mo Yamin, Manchester Business School, http://www.personal.mbs.ac.uk/myamin/, Email: Mo.Yamin@manchester.ac.uk

Submission information
o All papers will be subjected to double-blind peer review.
o Author guidelines are available at http://www.emeraldinsight.com/cpoib.htm
o Papers will be reviewed in accordance with CPoIB guidelines.
o Submissions to Critical perspectives on international business are made using ScholarOne Manuscripts http://mc.manuscriptcentral.com/cpoib.
o Submission deadline: 30th November 2012
o Acceptance decision: 31st May 2013
o Approximate date of publication: Early 2014

References
Amsden, Alice H. (2009), "Does firm ownership matter? Poes vs. Foes in the developing world," in Emerging multinationals in emerging markets, Ravi Ramamurti and Jitendra V. Singh (Eds.). Cambridge: Cambridge University Press, 64-77.
Badry, Dina (2009), Multinational companies in low-income markets: An analysis of social embeddedness in southeast Asia Wiesbaden: Gabler Verlag.
Forsgren, Mats, Ulf Holm, and Jan Johanson (2005), Managing the embedded multinational: A business network view. Cheltenham: Edward Elgar.
Gifford, Blair, Andrew Kestler, and Sharmila Anand (2010), "Building local legitimacy into corporate social responsibility: Gold mining firms in developing nations," Journal of World Business, 45 (3), 304-311.
London, Ted and Stuart L. Hart (2004), "Reinventing strategies for emerging markets: Beyond the transnational model," Journal of International Business Studies, 35 (5), 350-370.
Luo, Yadong and Rosalie L. Tung (2007), "International expansion of emerging market enterprises: A springboard perspective," Journal of International Business Studies, 38 (4), 481-498.
Reimann, Felix, Matthias Ehrgott, Lutz Kaufmann, and Craig R. Carter (2012), "Local stakeholders and local legitimacy: MNEs' social strategies in emerging economies," Journal of International Management, 18 (1), 1-17.
Seelos, Christian and Johanna Mair (2005), "Social entrepreneurship: Creating new business models to serve the poor," Business Horizons, 48 (3), 241-246.
Tasavori, Misagh and Rudolf R. Sinkovics (2011), "Socially entrepreneurial behaviour of multinational companies: Are MNCs 'social entrepreneurs'?," in Firm-level internationalisation, regionalism and globalization, Elaine Hutson, Rudolf R. Sinkovics, and Jenny Berrill (Eds.). Houndmills, Basingstoke, U.K.: Palgrave MacMillan, 397-411.
Yamin, Mo and Rudolf R. Sinkovics (2009), "Infrastructure or foreign direct investment?: An examination of the implications of MNE strategy for economic development," Journal of World Business, 44 (2), 144-157.
Zanfei, Antonello (2005), "Globalization at bay? Multinational growth and technology spillover," Critical Perspectives on International Business, 1 (1), 5-17.

Please contact the guest editors for further guidance:

Rudolf R. Sinkovics, Manchester Business School - Rudolf.Sinkovics@manchester.ac.uk
Mo Yamin, Manchester Business School - Mo.Yamin@manchester.ac.uk

Submissions are invited for a special issue of CSEFA Volume 96. The focus of this issue is on financial risk management in a post financial crisis environment, including the effects of nonstandard monetary policies by central banks. Papers are not limited to but may address the following topics:

  • advances in measuring and reporting risk and liquidity after the crisis,
  • the impacts of Basel III including e.g. capital requirements and bank balance sheets,
  • central bank monetary policies and bank liquidity,
  • credit risk assessment and bank lending to SMEs,
  • the impact of excess liquidity on asset prices (e.g. bubbles and crashes),
  • the particular risks of inflationary or deflationary economic environments.

Selected papers will be published as chapters of CSEFA Volume 96. CSEFA is published by the Emerald Group Publishing Limited, Howard House, Wagon Lane, Bingley, BD16 1WA, United Kingdom. It forms a continuing series of refereed volumes featuring original academic research in financial economics. The series is now included in the ISI Web of Knowledge and Book Citation Index.

ABSTRACT SUBMISSION PROCEDURE: Submission of work of a high standard in the above topic area is very welcome. Please submit your paper proposal as an abstract including:

  • the title and abstract,
  • a list of keywords,
  • names and affiliations (with email and postal address) of all authors,
  • all authors’ 200 word bios,

to one of the editors. Authors will be notified about acceptance of their abstracts in due course.

FINAL MANUSCRIPTS: Upon acceptance, the submission deadline for final manuscripts is January 15, 2014. Final manuscripts have to be in MS Word text format with a length of up to 8000 words. They may include up to five tables or figures.

CONTACT:

Jonathan A. Batten
Email: jonathan.batten@monash.edu

Niklas F. Wagner
Email: niklas.wagner@uni-passau.de

RIT Dubai seeks an exceptional leader to become its second President. Established in 2008, RIT Dubai provides world-class university programs in the United Arab Emirates for students and professionals from the Middle East, North Africa, South East Asia and beyond. Undergraduate and graduate degree programs in such disciplines as engineering, computing, business and leadership have been initially selected to support the needs for personal and professional development, economic growth, and human capital development in Dubai and throughout the Gulf region. For more information on RIT Dubai, please visit http://rit.edu/dubai.

The RIT Dubai campus is strategically located in the heart of Dubai Silicon Oasis, one of the world’s leading centers of advanced electronic innovation and design. Students, faculty, and staff are engaged in a vibrant academic environment, integrated with corporate research and development, local community activities, and campus life events. For more information on Dubai Silicon Oasis, please visit http://www.dsoa.ae. RIT Dubai is one of three global campuses affiliated with the main Rochester Institute of Technology (RIT) campus in Rochester, NY, USA. RIT is an international leader in professional and career-oriented education. Founded in 1829, RIT is a privately endowed, coeducational university with nine colleges and institutes emphasizing career-oriented education and applied research. With approximately 15,000 undergraduates and 3,000 graduate students, RIT is one of the largest private universities in the United States. It has been ranked first or second in academic reputation among regional universities in the North for more than 20 years by U.S. News & World Report.

The President of RIT Dubai is the campus’s senior administrative officer responsible for strategic planning, academic affairs, research enterprise, financial and administrative operations, and external relations and outreach. He or she is the principal representative for RIT Dubai and its constituent programs and units and works in collaboration with RIT faculty, staff, deans, and other senior leaders of the university, with the RIT Dubai Board of Directors, and with business leaders in the region. The President will be a visionary and entrepreneurial leader, experienced in higher education or the private sector, who will be ready to address the challenges of articulating a vision, building programs of the highest quality that are responsive to the needs of the region, growing enrollment, and maintaining full and active communication with RIT’s main campus. Inquiries, nominations, and applications are invited; those interested should review the Leadership Statement, available at http://www.wittkieffer.com/position/rit-dubai/president/8166.

Review of applications will begin on June 25, and will continue until the position is filled; for fullest consideration, applicant materials should be received by that date. Candidates should provide a curriculum vitae, a letter of application that addresses the responsibilities and requirements described in the Leadership Statement, and the names and contact information of five references. References will not be contacted without prior knowledge and approval of candidates.

These materials should be sent electronically via e-mail to RIT’s consultants, Jean Dowdall and Jane Courson at RITDubaiPresident@wittkieffer.com. Documents that must be mailed may be sent to Witt/Kieffer; Attn: Ms. Donna Janulis, 2015 Spring Road, Suite 510, Oak Brook IL 60523. The consultants can be reached by telephone through Donna Janulis at (630) 575-6131. RIT and RIT Dubai value diversity and are committed to equal opportunity for all persons regardless of age, color, disability, ethnicity, marital status, national origin, race, religion, sex, sexual orientation, veteran status or any other status protected by law.

Rochester Institute of Technology (RIT) in Rochester, New York, seeks an entrepreneurial, collaborative, and strategic leader to be the next Dean of Saunders College of Business.

The dean will report directly to the provost and will be expected to assume office in January 2015 or as soon thereafter as feasible. Both traditional and non-traditional business candidates are encouraged to apply.

RIT, a private institution internationally recognized for academic excellence, is home to a diverse population of 18,500 students from all 50 states and more than 100 countries. Always innovating in scholarship and programs, RIT offers some 90 undergraduate degrees, over 80 master’s programs, and seven PhD programs. Among the 15 largest private universities in the country, the university has an annual budget of approximately $600 million, employs 3,700 faculty and staff, and possesses an endowment of nearly $670 million.

Saunders College of Business boasts highly ranked bachelor’s and master’s programs for approximately 1,500 online, executive, and on-ground students in Rochester, as well as on its international campuses in Dubai and Croatia. There are 31 staff members and 49 full-time faculty. In addition to the college’s home facility, it is preparing to open a newly renovated Center for Urban Entrepreneurship in downtown Rochester. The operating budget of Saunders College is approximately $13.5 million and the college’s endowment is approximately $28 million.

RIT is seeking an individual who has the ability and interest in contributing to RIT’s core values, honor code, and diversity commitment. RIT does not discriminate. RIT promotes and values diversity, pluralism and inclusion in the work place. RIT provides equal opportunity to all qualified individuals and does not discriminate on the basis of race, color, creed, age, marital status, sex, gender, religion, sexual orientations, gender identity, gender expression, national origin, veteran status or disability in its hiring, admissions, educational programs and activities. The search is being assisted by Academic Search, Inc.

Candidates for the position should submit a cover letter; a current curriculum vitae; and names, phone numbers, and e-mail addresses of at least five references. References will not be contacted without permission. Screening will continue until a dean is chosen, but only applications received by October 5, 2014 can be assured full consideration. All materials should be submitted to the following contact: RITSaundersDean@academic-search.com.

A complete position profile and more information about desired qualifications are available by going to www.academic-search.com and clicking on “Current Searches”. Confidential conversations may be arranged by contacting Senior Consultants Tom Fitch (rtf@academic-search.com) or Jessica Kozloff (jsk@academic-search.com).

THE POSITION

RIT Dubai is currently seeking exceptional candidates with interdisciplinary interests in a wide range of topics in two or more of the following areas: management, international business, human resources, leadership, service. Qualified applicants will be Scholarly Academic (research active) according to AACSB standards and be ready to teach both undergraduate and graduate courses. The preferred start date for the position is fall 2018 with the possibility of a January 2019 start in Dubai, United Arab Emirates. This is a full-time position located at the Dubai campus.

REQUIRED QUALIFICATIONS FOR THE POSITION

  • PhD from an accredited institution in one of the areas listed above
  • Documented experience teaching at the undergraduate and graduate levels
  • Ability to apply training or experience to real world problems and situations
  • Excellent communication skills.

The new faculty member will teach up to four courses each semester, including capstone research courses. Other duties include student advising, participation in committee work, mentoring students doing research and applied projects, and helping build relationships with industry and government professionals. An ongoing research agenda is expected of all faculty at RIT-Dubai.

PREFERRED QUALIFICATIONS FOR THE POSITION

  • PhD from an AACSB accredited institution
  • Experience working in the service industry in a leadership position
  • Research in service, leadership, and/or innovation
  • Experience living/working in a multicultural environment

APPLICATION AND NOMINATION

Please email your application to careersdubai@rit.edu.

Please submit the following items as part of your application:

  • Subject line must include the source, your name and position you are applying for; e.g.: AIB – Dr. John Smith – Management
  • Resume or curriculum vitae
  • Contact information
  • A cover letter detailing your technical/professional, teaching, and scholarship qualifications and achievements, and how these address the required and preferred qualifications for the position.
  • Names, addresses and phone numbers of three professional references

Applications review will begin immediately and continue until a candidate is found. Only shortlisted candidates will be contacted. For more information please visit RIT Dubai website at www.rit.edu/dubai

ABOUT RIT DUBAI RIT

Dubai, a not-for-profit university affiliated with Rochester Institute of Technology in Rochester, NY, USA and located in Dubai, United Arab Emirates (UAE), is accredited by the UAE Ministry of Higher Education and Scientific Research and is licensed in Dubai by the Knowledge and Human Development Authority (KHDA). Individual degree programs may also have professional accreditations, such as the Association to Advance Collegiate Schools of Business (AACSB) for our business programs. RIT Dubai was established in 2008 to provide world-class educational programs in the UAE for students and professionals from across the globe. The vision of RIT Dubai is to be the premier provider of career-focused, technologically advanced education in the Middle East. RIT Dubai students are part of a new and exciting learning environment, one that is dedicated to the development of students’ competencies in engineering, business, information technology, service leadership, innovation, and entrepreneurship.

Roger Williams University (RWU), with an enrollment of 5,300, is experiencing an unusually dynamic period of growth and expansion. The next Dean of the Mario J. Gabelli School of Business will join this AACSB accredited program and lead the School as it continues to develop and enlarge its programmatic and geographical footprint – including a proposed new MBA program in Providence.

As a School of Business, it is ideally located in the east coast financial corridor between Boston and New York – only 30 minutes to Providence or Newport. The Gabelli School, with 30 faculty and 800 students, offers degree programs in accounting, business law, economics, finance, international business, management, marketing and web development. RWU’s main campus, located on 143 acres overlooking Mount Hope Bay in the historic and picturesque town of Bristol, also includes the Feinstein College of Arts and Sciences and professional schools in Architecture, Engineering, Education and Criminal Justice, as well as Rhode Island's only law school. A smaller campus is located in Providence, the capital of Rhode Island.

Essential to the Dean's position is expansion of the School in the region through growth and development of the School's reputation using its programs, faculty and students. The following skills are considered essential.

  • Academic Support and Curriculum Development: The candidate should have a vision to expand the Mario J. Gabelli School as an academic center in the region and globally with the experience and ability to support and implement instructional delivery systems appropriate for the 21st century. This includes innovative residential programs, through team teaching or design studio models, as well as technology support programs, such as distance learning.
  • Encouraging growth and support for faculty in these initiatives is essential: The Center for Advanced Financial Education, with its two student investment funds and its trading center with Bloomberg terminals provides a model in this area.
  • Academic leadership for AACSB undergraduate and graduate programs is essential, to include faculty growth and development within an educational context committed to excellence in teaching, and where small classes and a dedicated faculty are the hallmarks.
  • Outreach to both internal and external stakeholders: The School and University are noted for the research collaboration between students and faculty. Recent initiatives in the Community Partnerships Center, in which teams of students and faculty collaborate with a local agency on needed projects, require town-gown collaboration, strategy, and execution. Increasingly, these projects require student teams from different schools. With the BS/JD 3 plus 3 program between the Business School and the Law School as a model, internal outreach to leverage the talents across the schools of a small university are important. External outreach includes solidifying contacts with the local, regional and international business and academic communities. As the cradle for the American Industrial Revolution, Rhode Island and the Northeast have a deep tradition in finance, manufacturing, international trade, and technology.
  • Commitment to diversity, collaborative decision making, and ability to articulate a vision: The candidate should have demonstrated the ability to listen to all points of view and to solicit and support diverse perspectives. Additionally, the candidate should have the self-confidence to support and manage a collegial decision making process respecting all stakeholders and leading to a strongly supported outcome.
  • Proven ability to raise funds from private and public sources: Continued growth of the Gabelli School of Business will require an able leader with comfort and success in raising the funds essential to realize the School’s mission, goals, and vision.

In support of the skills above, the expected experience includes: teaching at the undergraduate and graduate levels and a record of current scholarship sufficient to meet the standards for tenure; a terminal degree in business or a related field; experience in development; and progression in academic leadership positions. Candidates who lack traditional preparation for this position may be considered if they have demonstrated exceptional business-world leadership, meet the academic qualifications, know the work of higher education and demonstrate involvement in the intersection of business and academic preparation.

Nominations, applications, and inquiries may be sent in confidence. Full consideration will be given to all applications received by March 14, 2014. Application materials (to include a letter of interest, curriculum vitae, and the names, addresses, telephone numbers, and email addresses of five references – who will not be contacted without permission) must be electronically submitted to: RWUDean@academic-search.com

Assisting the University in this search are Ann Die Hasselmo (Ann.Hasselmo@academic-search.com) and Lauren Johnson (Lauren.Johnson@academic-search.com). Further information about Roger Williams University is available at www.rwu.edu and on the Academic Search, Inc. website at http://www.academic-search.com/data/files/RWUDeanProfile.pdf.

Roger Williams University is an Equal Opportunity Employer committed to inclusive excellence and encourages applications from underrepresented populations.

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

Special Issue Editors

Deadline for submission:  August 31, 2015

Tentative publication date: Spring/Summer 2017

Nature of the Special Issue

Financial and legal institutions play key roles in facilitating governance through monitoring and mitigating information asymmetries, thereby enhancing international business and economic growth. Legal scholars emphasize that auditors, financial analysis, and banks serve as reputational gatekeepers that strongly influence capital market development (Coffee, 2002). Economists observe that legal institutions, such as courts and regulatory agencies, influence corporate finance and financial development by supporting private contractual arrangements (Beck and Levine, 2008). Yet, the development of financial and legal institutions varies widely across countries and political regimes. In this special issue, we seek to encourage diverse international business approaches to help foster the discourse on the relative importance of financial and legal institutions for corporate governance in different economies around the world. Further research is warranted on exactly how these institutions influence asymmetric information problems, how financial and legal institutions work in tandem and apart, and the differences in mechanism effectiveness in dissimilar economies and political regimes.

The law and finance literature highlights the importance of strong financial and legal institutions in promoting access to finance, economic development and growth. For example, stronger securities regulatory systems facilitate initial public offerings (La Porta et al., 1997, 1998, 2006), the spawning of new entrepreneurial start-ups (Klapper et al., 2006; Cumming and Knill, 2012) and growth in emerging markets (Senbet and Ncube, 1997; Allen et al., 2005; Bekaert et al., 2005). The success of these corporate endeavors, however, largely depends on the ability of corporate governance systems to mitigate agency problems and other governance conflicts specific to the particular economy (Shleifer and Vishny, 1997; John and Senbet, 1998; Gompers et al., 2003). Research shows that institutions may not only shape the nature of dominant governance problems in different countries, but also influence the efficacy of firm-level governance solutions (Chahine et al., 2012).

Recent work demonstrates that legal institutions by themselves fail to explain problems with corporate governance and more generally economic development in many markets around the world, such as China (Allen et al., 2005), India (Allen et al., 2012) and African countries (Allen et al., 2013). The success of certain countries, and the continued lack of success of others, remains largely unexplained on the basis of current understandings of the difficulties in separating ownership and control. In countries such as China, which often lack strong Western-style legal institutions and governance regulations, financial intermediaries establish other governance mechanisms that facilitate access to finance and economic growth.

Politics potentially distorts the role that legal and financial institutions play in corporate governance and skew the desired outcomes. Two dimensions within which politics can enhance or diminish the benefits that legal and financial institutions can provide in corporate governance around the world are: 1) the political economy of financial regulation (see, e.g., Rajan and Zingales, 2003), and 2) the value of political connections (among others, Fisman, 2001; Faccio et al., 2006; Claessens et al., 2008). Studies document that firms benefit from political connections, yet the impact on the international business aspects of corporate governance remains unclear as does the net or aggregate impact on industry growth.

We invite contributions to this special issue on the role of financial and legal institutions in corporate governance around the world. Our goal in this special issue is to integrate the strengths of finance, law, and international business scholars to gain insights into resolving asymmetric information and the associated governance problems in international business.

Topics

Submissions are encouraged from scholars that use different theoretical and empirical approaches to understand corporate governance, financial intermediation and growth in emerging and developed markets with an emphasis on finance, law and in politics. While not exhaustive, the following list suggests possible issues that would be appropriate to address in this special issue:

  • How do financial and regulatory constraints impact strategy and growth in private versus public firms across different markets and/or over time? 
  • What influences regulatory competition across various economies? For instance, given that countries compete on corporate taxes, listing requirements, governance regulations, and court systems, how does regulatory competition effect FDI, or more broadly, international business?
  • How do firms adapt their governance mechanisms and capital raising strategies in uncertain political and regulatory environments in different markets? 
  • What legal and/or political factors insulate firms in times of crisis? Do these differ across foreign and local firms?
  • What is the role of financial regulation in spurring or discouraging international business and economic growth in emerging versus developed markets?
  • What is the relative impact of political connectedness in different contexts in conferring special advantages to certain sectors of the economy or politically favored firms? For example, do political connections vary in their importance/effectiveness in countries with different financial and legal institutions?
  • How important are property rights to financing innovation and international entrepreneurship?  For instance, does the importance of property rights affect the types of financing activities in emerging and developed markets? How do differences in property rights influence sources of funding for innovative activities?
  • How has the globalization of the IPO market and evolving regulation of exchanges around the world influenced international business and economic development in different countries?
  • What patterns exist in disclosure policy, earnings management and accountability problems around the world and how do these patterns impact international business?
  • How is the investor landscape changing? For example, what is the governance impact of private equity investors, hedge funds, sovereign wealth funds and other financial intermediaries? 
  • Does the political economy of international financial regulation influence how different firms raise capital in a global economy?

This Special Issue will provide an opportunity for JIBS to reach out to a wider audience that has traditionally been associated with the leading economics and finance journals. By publishing this Special Issue, JIBS will not only acknowledge the significant contribution of the “law and economics” perspective to international business research, but it will also send a strong signal that the journal wants to be an outlet of choice for top scholars working in the international economics, finance and comparative law areas. 

Submission Process

All manuscripts will be reviewed as a cohort for this special issue. Manuscripts must be submitted in the window between August 17, 2015, and August 31, 2015, at http://mc.manuscriptcentral.com/jibs. All submissions will go through the JIBS regular double-blind review process and follow the standard norms and processes.

For more information about this call for papers, please contact the Special Issue Editors or the JIBS Managing Editor (managing-editor@jibs.net).

Cass Business School Workshop: Emerging Markets International Business

Cass Business School, in cooperation with JIBS, is pleased to host an international research workshop on “The Role of Financial and Legal Institutions in Corporate Governance” in February 2016, in conjunction with this special issue.  The workshop will provide an opportunity for authors whose work has been shortlisted for the JIBS Special Issue.  Experienced and distinguished scholars will serve as discussants to facilitate the development of the papers. There will be scholars interested in attending as general participants. 

Details on the workshop will be forthcoming in 2015.

References

Allen, F, Carletti, E, Cull, R, Qian, J, Senbet, L, & Valenzuela, P. 2013, Resolving the African Financial Development Gap. NBER volume on African Development Successes (University of Chicago Press; edited by S. Edwards, S. Johnson and D. Weil)

Allen, F., Qian, J., & Qian, M. 2005. Law, finance and economic growth in China. Journal of Financial Economics, 77(1): 57-116.

Allen, F., Chakrabartib, R., Dec, S., Qiand, J., & Qiane, M. 2012. Financing firms in India. Journal of Financial Intermediation, 21(3): 409–445.

Beck, T. and R. Levine, 2008. Legal Institutions and Financial Development, Handbook of New Institutional Economics, Springer, Berlin.

Bekaert, G., Harvey, C. & Lundblad. C. 2005. Does financial liberalization spur growth? Journal of Financial Economics 77: 3-55.

Chahine S, Arthurs J, Filatotchev I., Hoskisson R 2012.  The effects of venture capital syndicate diversity on earnings management and performance of IPOs in the US and UK: An institutional perspective.  Journal of Corporate Finance, 18(1):179-192.

Claessens, S., Feijen, E. & Laeven, L. 2008. Political connections and preferential access to finance: The role of campaign contributions. Journal of Financial Economics 88: 554-580.

Coffee, J., 2002, Understanding Enron: It’s about the gatekeepers, stupid, The Business Lawyer 57: 1403-1420.

Cumming, D. & Knill, A. 2012. Disclosure, venture capital and entrepreneurial spawning. Journal of International Business Studies 43(6): 563–590.

Faccio, M., Masulis, R. & McConnell, J. 2006. Political connections and corporate bailouts. The Journal of Finance 61: 2597-2635.

Fisman, R. 2001. Estimating the value of political connections. American Economic Review: 1095-1102.

Gompers, P., Ishii, L.J. & Metrick, A. 2003. Corporate governance and equity prices. Quarterly Journal of Economics 118: 107.

John, K., & Senbet, L. 1998. Corporate governance and board effectiveness. Journal of Banking and Finance 22: 371-403.

Klapper, L., Laeven, L., & Rajan, R., 2006. Entry regulation as a barrier to entrepreneurship. Journal of Financial Economics 82:3, pp. 591-629, 2006.

La Porta, R.; F. Lopez-De-Silanes; A. Shleifer & Vishny, R. 1997. Legal determinants of external finance. The Journal of Finance LII: 1131-1150.

La Porta, R., Lopez-de-Silanes, F., Shleifer, A., & Vishny, R. 1998. Law and finance. Journal of Political Economy, 106(6): 1113–1155.

La Porta, R., Lopez-de-Silanes, F., & Shleifer, A. 2006. What works in securities laws? The Journal of Finance, 61(1): 1–32.

Rajan, R. & Zingales, L. 2003. The great reversals: the politics of financial development in the twentieth century. Journal of Financial Economics 69: 5-50.

Senbet, L. & Ncube, M. 1997. Financial regulation and liberalization in Africa under incentive problems and asymmetric information. Journal of African Economies, 6 (1): 29-88. 

Shleifer, A. & Vishny, R. 1997. A survey of corporate governance. The Journal of Finance 52: 737-783.

Special Issue Editors

Douglas Cumming, J.D., Ph.D., CFA, is a Professor of Finance and Entrepreneurship and the Ontario Research Chair at the Schulich School of Business, York University, Canada. He teaches the MBA course “Venture Capital and Private Equity”.  His research interests include venture capital, private equity, hedge funds, mutual funds, entrepreneurship, and law and finance.  He is a Co-Editor of Entrepreneurship Theory and Practice and Finance Research Letters, and has been a guest editor for 12 special issues of top journals.  He has published over 110 articles in leading refereed academic journals in finance, management, and law and economics, such as the Academy of Management Journal, Journal of Financial Economics, Review of Financial Studies, Journal of International Business Studies and the Journal of Empirical Legal Studies. He has received a number of academic best paper awards, such at the Ido Sarnat Best Paper Award from the Journal of Banking and Finance, and a best paper award from the Bank of Canada.  He is the coauthor of Venture Capital and Private Equity Contracting (Elsevier Academic Press, 2nd Edition, 2013), and Hedge Fund Structure, Regulation and Performance around the World (Oxford University Press, 2013).  He is the Editor of the Oxford Handbook of Entrepreneurial Finance (Oxford University Press, 2013), the Oxford Handbook of Private Equity (Oxford University Press, 2013), and the Oxford Handbook of Venture Capital (Oxford University Press, 2013).  His work has been reviewed in numerous media outlets, including The Economist, The New York Times, Canadian Business, the National Post, and The New Yorker.  He is a research associate with a number of institutions around the world, including Capital Markets CRC (Sydney), Cambridge University ESRC Center for Business Research (Cambridge UK), and the Center for Financial Studies (Frankfurt). Also, he has consulted for a variety of governmental and private organizations in Australasia, Europe, and North America. 

Igor Filatotchev is Professor of Corporate Governance and Strategy and Associate Dean at Cass Business School, City University London, and Director of Centre for Research on Corporate Governance at Cass. He is also a Visiting Professor at Vienna University of Economics and Business. He earned his PhD in Economics from the Institute of World Economy and International Relations (Moscow, the Russian Federation). His research interests are focused on corporate governance effects on entrepreneurship and strategic decisions;  sociology of capital markets. Key research programmes currently in progress include analysis of resource and strategy roles of corporate governance; corporate governance life-cycle; and a knowledge-based view on governance development in entrepreneurial firms and IPOs. He has published more than one hundred refereed academic papers, in addition to numerous books and book chapters, in the fields of corporate governance, entrepreneurship and strategy including publications in leading academic journals such as Academy of Management Journal, Academy of Management Perspectives, Strategic Management Journal, Journal of International Business Studies, Organization Science, California Management Review, Journal of Management Studies and Journal of Management. Most recently he edited “Corporate Governance and the Business Life-cycle” (2010), London, New York: Edward Elgar, and co-edited “The Oxford Handbook of Corporate Governance” (2013), Oxford: OUP. He is an Associate Editor of Journal of Management Studies. Before joining JMS editorial team he was an Associate Editor of Corporate Governance: An International Review.

April Knill, Ph.D., is the Gene Taylor/Bank of America Professor of Finance at Florida State University. Before joining Florida State University, she was a consultant for the Development Research Group at the World Bank in Washington, DC. Her research interests include international finance, venture capital, and the intersection between law, finance and politics. She has published in journals such as Journal of Business, Journal of International Business Studies, Journal of Corporate Finance, Journal of Financial Intermediation, Journal of Comparative Economics and Financial Management. She has received the Dean’s Emerging Scholar Award as well as the Center for International Business Education & Research and Financial Management Association Award for the Best Dissertation in International Finance.

Lemma W. Senbet is the Executive Director of African Economic Research Consortium (www.aercafrica.org) and on leave from the University of Maryland as the William E. Mayer Chair Professor of Finance. Prior to Maryland and AERC, Lemma Senbet was a distinguished professor at the University of Wisconsin-Madison and held the Charles Albright Endowed Chair. Professor Senbet has achieved global recognition for his extensive and widely cited contributions to corporate and international finance, which have appeared in such premier journals as Journal of Finance, Review of Financial Studies, and Journal of Business.  He has received numerous recognitions for his impact on the Finance profession. He has been elected twice as director of the American Finance Association and is a past president of the Western Finance Association. In 2000, he was inducted into the Financial Economists Roundtable, a distinguished group of world-wide financial economists who have made significant contributions to finance and apply research to current policy debates. In 2006, Professor was inducted Fellow of the Financial Management Association International in recognition of his career-long distinguished scholarship. In 2005, Prof Senbet was awarded an honorary doctorate by Addis Ababa University, Ethiopia's flagship university and his alma mater. Additional professional recognitions for Professor Senbet came from editorial appointments.  He has been appointed to over a dozen journal editorial boards, including extended tenures with the Journal of Finance (12 yrs), Journal of Financial and Quantitative Analysis (6 yrs), and Financial Management (18 yrs).   In 1999 he was named executive editor of FM and served two terms until 2005. In 2006 he was named Editor (Finance), JIBS, and he served five years. Prof Senbet has supervised numerous doctoral students who have gone on to become professors at leading institutions, such as Carnegie Mellon, Dartmouth, Vanderbilt, Minnesota, Florida, etc. Two of his former doctoral students are now Dean at Carnegie Mellon and Chief Economist of the US Securities and Exchange Commission, respectively. Prof Senbet has advised the World Bank, the IMF, the UN, African Development Bank, and various governmental and private agencies in USA, Canada, and Africa on issues relating to financial sector reforms and capital market development. Regarding his role in the US financial industry, Prof Senbet was a director of Fotris Funds and is currently an independent director for the Hartford Funds.

David M. Reeb holds the Mr. and Mrs. Lin Jo Yan Professorship of Banking and Finance and is a Professor in the Department of Finance at National University of Singapore (NUS) Business School. He also serves as an Editor at the Journal of International Business Studies, a Senior Fellow of the Asian Bureau of Finance and Economic Research (ABFER), and the Director of Business Doctoral Programs in NUS Business School. Dr. Reeb’s research focuses on corporate finance but also encompasses financial disclosure choices and delves into international business. His most recent publication documents how symptoms of insider trading increase after regulators, such as the Federal Reserve or the FDA, gain access to private information about the firm. Dr. Reeb’s research appears in the most influential academic journals in accounting, finance, law, and management (Journal of Finance, Journal of Financial Economics, Journal of Accounting and Economics, Accounting Review, Administrative Science Quarterly, Journal of Law and Economics, and the Journal of International Business Studies). This research generates thousands of citations, leading to features in the Wall Street Journal, BusinessWeek, The Economist, Forbes, the Financial Times, the International Herald Tribune, Inc Magazine, SmartMoney, MSNBC, CNN, Bloomberg TV, and several other major newspapers and business magazines in the US, Canada, Europe, Australia and Asia.

Description

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

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

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

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

Subject coverage

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

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

References

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

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

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

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

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

Notes for Prospective Authors

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

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

Deadlines for submission

Submission of Manuscripts: April 30, 2015

Notification to Authors: July 1, 2015

Final Versions Due: December 1, 2015

The issue is published: May 2016

Editors and Notes

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

Guest Editor(s) contact details:

Dr. Pervez N. Ghauri

King’s College London, Department of Management, 150 Stamford Street, London, SE1 9NH, UK

Tel: 00-44-(0)20-7848-4122, Email: pervez.ghauri@kcl.ac.uk

Dr. Byung Il Park

Hankuk University of Foreign Studies, College of Business Administration, 270, Imun-dong, Dongdaemun-gu, Seoul, 130-791, South Korea

Tel: 00-82-(0)10-4157-3532, Email: leedspark@hufs.ac.kr