Dear Sirs,

Please circulate the following:

*Call for Papers*

*Long Range Planning*

*Special Issue:*

*Organizational Landscape in India*

*Deadline Extended to October 30, 2012*

*Guest Editors:*

*Raveendra Chittoor, Indian School of Business, Hyderabad, India*

*Preet S. Aulakh, Schulich School of Business, York University, Toronto,

*New submission deadline for completed manuscripts:*

*October 30, 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

·         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 now
October 30, 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

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