Please Post. Thanks.

*Long Range Planning Special Issue on Organizational Landscape in India*

*Guest Editors:*
Raveendra Chittoor, *Indian School of Business, Hyderabad, India*
Preet S. Aulakh, *Schulich School of Business, York University, Toronto,

*Submission deadline for completed manuscripts:*
September 15, 2012

The structural shifts in and growth of India’s economy since the initiation
of fundamental economic reforms in the 1990s has been well documented in
academic studies as well as in various reports of international
institutions and consultancy firms. However, there is a paucity of studies
examining private and state-owned organizations in India which have been an
important component driving India’s economic growth. Anecdotal evidence
from the popular press points towards the dynamism of Indian firms in terms
of success in international markets, innovation models, and governance
structures, among others. The objective of this special issue of *Long
Range Planning* is to direct research effort into a systematic examination
of the organizational landscape in India. As scholars of management,
context and phenomena are important, if they are likely to change our view
of the world as it exists today or if they have the potential to change
some of our existing theories. Special focus is needed on the phenomena in
countries like India because they are interesting, important and have the
potential to significantly question and/or change some of our management
theories that have been primarily developed in entirely different contexts.
The special issue aims to put the spotlight on theoretically novel and
managerially relevant research in the areas of innovation,
entrepreneurship, internationalization, strategic management,
organizational structures and governance within the context of India. Some
of the topics of interest for this special issue include (but are not
limited to):

   - Similarities and contrasts in the strategies and management styles of
   Indian firms compared to firms in the rest of world. What are some of the
   unique management practices both in domestic and international markets
   followed by Indian firms that could be of relevance to firms globally?
   - Business groups are ubiquitous in many Asian economies. The dominant
   explanation of their existence has been that they fill institutional voids
   in underdeveloped economies. Even though we see significant economic
   liberalization and improvement in the institutional environment in India
   over the past two decades, old Indian business groups continue to thrive
   and prosper, and new business groups have emerged. Research related to the
   strategic adaptation of Indian business groups to institutional changes,
   their governance structures, and diversification (both geographical and
   industrial) strategies has the potential to contribute not only to the
   business group literature but also to broader theories of organizational
   adaptation and networks.
   - Many firms from Asia and other emerging markets are transforming
   themselves into ‘emerging multinationals’ by successfully competing with
   traditional MNCs from developed economies. What strategies and processes
   led these firms to overcome their late mover and resource disadvantages to
   emerge as multinationals? How does the experience of Indian multinationals
   contribute to the broader understanding of ‘emerging multinationals’?
   - Reverse innovation: Traditionally firms developed products in the more
   advanced economies and sold them with few modifications in the developing
   economies. However, there has been an emerging trend of ‘reverse
   innovation’, where a growing number of multinationals are developing
   products suited to the local requirements of developing markets in Asia and
   then finding markets for them in more advanced economies. Manuscripts
   focusing on the innovation strategies of both MNCs operating in India as
   well as indigenous Indian firms have the potential to contribute to the
   knowledge transfer and innovation literatures.

The special issue is open to a wide range of theoretical and methodological
approaches to address these and other issues, including historical
analyses, case studies, grounded theory building, econometric analyses,
etc. Furthermore, the special issue is open to the consideration of
different types of organizations, including private and state-owned firms,
independent, family owned and business-group affiliated firms, belonging to
traditional and emerging industries, etc. The audience of *Long Range
Planning* includes academics as well senior executives. Authors submitting
papers for this special issue should therefore make efforts to address both
types of audiences. The deadline for submission of manuscripts is September
15, 2012. Manuscripts should be prepared in accordance with Long Range
Planning’s Style Guide for Authors: Please
direct any questions regarding the special issue to either of the guest

Raveendra Chittoor: [log in to unmask]
Preet S. Aulakh: [log in to unmask]

Raveendra Chittoor
Assistant Professor of Strategy
Indian School of Business (ISB),
Phone: +91-9160028833

You can never invite the wind, but you must leave the window open.
— Bruce Lee

AIB-L is brought to you by the Academy of International Business.
For information:
To post message: [log in to unmask]
For assistance:  [log in to unmask]
AIB-L is a moderated list.