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*.
*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:[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
Professor
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
USA
Telephone: (305) 348-3251
Fax: (305) 348-6146
Email: [log in to unmask]*
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