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GLOBAL STRATEGY JOURNAL

Call for Papers for a Special Issue

DEVELOPING COUNTRY MULTINATIONAL COMPANIES

Submission Deadline: April 30, 2011

Guest Editor:

Alvaro Cuervo-Cazurra, University of South Carolina

Supervising Editor:

Torben Pedersen, Copenhagen Business School

Special Issue Purpose

Developing-Country Multinational Companies (DMNCs) have gained notoriety and attention in recent times. The ascendancy of some DMNCs to the leadership in their industries, like the Mexican cement firm Cemex, has been widely acknowledged and discussed in newspapers and analyzed by consulting companies and investment banks. This interest has been accompanied by an increase in the academic literature devoted to the topic and a debate has emerged regarding the contribution of DMNCs to theory. Some researchers argue that these firms are a new phenomenon that requires new theories, while others argue that their behavior can be easily explained with existing theories. Hence, this special issue aims to add clarity to the debate by providing a better understanding of DMNCs and their role in advancing theory.

Background

This special issue welcomes studies on DMNCs that seek to advance our understanding of this phenomenon and the theories explaining it. Papers submitted to this special issue should aim to identify the limits of existing theories and extend them. They can do this by providing novel explanations that advance theory and our understanding of this phenomenon, in particular focusing on how the country of origin of the firms affects their behavior abroad and how their behavior differ from that of advanced economy multinational companies (AMNCs). The special issue particularly welcomes theoretical papers that can shed light on the relevance of DMNCs for theory and open new avenues of theoretical inquiry.

Developing countries are countries that are not advanced economies. As such, developing countries include emerging economies (high-growth developing countries) as well as transition countries (countries that used to follow a communist economic system). For the purpose of this special issue, we follow the classification of the International Monetary Fund and consider advanced economies to be the following: Australia, Austria, Belgium, Canada, Cyprus, Czech Republic, Denmark, Finland, France, Germany, Greece, Hong Kong, Iceland, Ireland, Israel, Italy, Japan, Korea, Luxembourg, Malta, Netherlands, New Zealand, Norway, Portugal, Singapore, Slovak Republic, Slovenia, Spain, Sweden, Switzerland, Taiwan, United Kingdom, and United States. Hence, papers that only study firms from advanced economies are not appropriate for this special issue.



Research Questions

These are some of the questions and topics that articles submitted to the special issue can analyze; this list is not intended to be comprehensive but merely indicative:

                        1. What are the sources of competitive advantage of DMNCs? How do DMNCs build their competitive advantage? How do DMNCs deploy their competitive advantage in other countries? How do their sources of competitive advantage vary across locations? How do these advantages differ from the advantages traditionally discussed in existing theory?

                        2. What are the sources of competitive disadvantage of DMNCs? How do DMNCs solve their competitive disadvantages? How do their sources of competitive disadvantage vary across locations? How do these disadvantages differ from the disadvantages commonly analyzed in existing theory?

                        3. How does the country of origin of DMNCs affect their competitive advantages? How does the country of origin of DMNCs result in a competitive disadvantage? How does the country of origin affect DMNCs different from the way it is discussed in existing analyses?

                        4. How do DMNCs compete against AMNCs? What strategies do DMNCs follow in their competition against AMNCs? What are their sources of relative advantage and how do they reinforce them? What are their sources of relative competitive disadvantage and how do they solve them?

                        5. What are the internationalization processes followed by DMNCs? What are the entry modes used by DMNCs? How do their internationalization processes and entry modes differ from received wisdom?

                        6. What are the determinants of the performance of DMNCs? How do they differ from commonly discussed sources of performance?

                        7. What is the role of corporate governance in DMNCs? How does the country of origin affect corporate governance in DMNCs? How does corporate governance in DMNCs vary from existing understanding of corporate governance?

                        8. How do DMNCs innovate? What type of innovations do DMNCs create? How do DMNCs transfer innovations across countries? How do DMNCs create and transfer knowledge across countries? How does innovation and knowledge management in DMNCs differ from traditional studies of innovation?



Deadlines and Submission Instructions

The deadline for submission of papers is April 15th, 2011. More information on the special issue as well as guidelines for authors appear at the Global Strategy Journal website:http://gsj.strategicmanagement.net/

Review Process

The Guest Editor is seeking reviewers for this special issue, soliciting nominations and volunteers to participate in the review process. Authors of submitted papers will automatically be included as reviewers. Papers will be reviewed following the regular Global Strategy Management Journal double-blind review process.



More Information:

For additional information, please contact the special issue editor: Alvaro Cuervo-Cazurra, [log in to unmask],

For questions about submitting to the special issue contact the GSJ managing editor, Lois Gast, [log in to unmask]



The GSJ is published by Wiley-Blackwell and is one of the many activities of the Strategic Management Society (SMS). The Society is unique in bringing together the worlds of reflective practice and thoughtful scholarship. The Society consists of more than 2,600 members representing over 60 different countries. Membership, composed of academics, business practitioners, and consultants, focuses its attention on the development and dissemination of insights on the strategic management process, as well as fostering contacts and interchange around the world.


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Alvaro CUERVO-CAZURRA, Ph.D.
Associate Professor
Sonoco International Business Department
Moore School of Business, University of South Carolina
1705 College Street, Columbia, South Carolina 29208, USA
Phone 1.803.777.0314, Fax 1.803.777.3609
[log in to unmask], http://cuervo-cazurra.com

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