Dear AIB Listserve Moderator:

Please post the Call for Papers on *Learning and Knowledge Management In 
and Out of Emerging Markets* in the *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 
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:[log in to unmask])
- Sumit K. Kundu, Guest Editor, Florida International University, USA 
(email: [log in to unmask])
- Somnath Lahiri, Guest Editor, Illinois State University, USA (email: 
[log in to unmask])

*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.

Thanks and Best regards,

Dr. Sumit K. Kundu
James K. Batten Eminent Scholar Chair in International Business
Academic Director - Master's in International Business program
Department of Management and International Business
College of Business Administration
Florida International University
345-B Ryder Business Building
11200 SW 8 Street
Miami, FL 33199
Telephone: (305) 348-3251
Fax:       (305) 348-6146
Email:     [log in to unmask]*

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.