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Dear moderator,

We would appreciate it very much if you could post the following on the
AIB mailing list.

We would kindly like to invite you to consider submitting an article to a
special issue of the Competitiveness Review on "the challenges and
strategies of small international high-tech companies in the global
environment".

Attached please find below more information on the topic.

With kind regards,

Tamar Almor and Shlomo Tarba

*CALL FOR PAPERS*

*Special Issue of the Competitiveness Review*

*The Challenges and Strategies of Small, International, High-tech Companies
in the Global Environment*

*Guest Editors:*

*Prof. Tamar Almor*

College of Management, Academic Studies, Israel, [log in to unmask]

*Dr. Shlomo Y. Tarba*

The University of Sheffield, UK, [log in to unmask]
<[log in to unmask]>

*Background and Rationale for the Special Issue*

Rapidly internationalizing, entrepreneurial companies seem to emerge more
frequently in small countries with advanced economies, such as Israel, than
in larger economies such as the U.S. (Efrat and Shoham, 2012; Freeman and
Cavusgil, 2007; Gabrielsson and Kirpalani, 2004), and are often referred to
in literature as “born-global” companies (Hashai 2011; Hewerdine and Welch,
2013; Melen and Rovira Nordman, 2009; Vasilchenko and Morrish, 2011).
Born-global
companies are characterized as having the ability to create innovative,
self-developed, technology-based products that are sold internationally
from the start of their existence (Rovira Nordman and Melen, 2008).
Born-global companies are defined as business organizations that from the
time of their founding or shortly thereafter seek superior international
business performance, by creating knowledge-based resources and
capabilities in which form the basis for sales in various countries (Almor,
2013; Gabrielsson and Kirpalani, 2004). While most research on this topic
has focused on developed economies (Almor, 2011; Almor and Hashai, 2004;
Efrat and Shoham, 2011; Hewerdine and Welch, 2013; Uner, Kocak, Cavusgil,
and Cavusgil, 2013), case studies and incidental reporting seems to
indicate that such companies can be found, with increasing frequency, in
developing economies as well. However, to date, few empirical studies have
been published on this topic.

Most empirical studies on born-global companies examine firms that exist
for less than a decade. Moreover, the afore-mentioned studies deal
primarily with issues of the initial survival and growth of these companies
(Hashai and Almor 2004). Incidental case studies published in newspapers,
however, have suggested that at least part of these entrepreneurial
knowledge-intensive companies have now been in existence for about two
decades, are maturing, and have been facing issues that differ from those
encountered by the young firms. Furthermore, the maturing process of
born-global companies seems to be a relatively new phenomenon that has not
yet been researched to date, and therefore few questions have been raised
regarding their maturation process (Glaister, Liu, Sahadev, and Gomes,
2014; Trudgen and Freeman, 2014). As a result, relatively little data exist
about maturing born-global companies, whether or not they have survived as
independent companies, and what international strategies they use to remain
competitive (Almor, 2013; Almor, Tarba, Margalit, 2014) . Although there
are many examples of born-global, technology-based companies that have been
acquired by larger technology-based firms and have been merged into the
larger businesses (e.g., Gomes, Weber, Brown, and Tarba, 2011; Weber and
Tarba, 2011; Weber, Tarba, and Oberg, 2014), there are relatively few that
have survived as independent entities and so far little research has
addressed the topic of independent survival, the strategies employed to do
so and the effect of culture, the management team as well as other factors,
on the independent survival.

Despite the fact that about two decades of research exists regarding
high-tech, born-global companies and international new ventures (INVs),
many research gaps remain. The purpose of this special issue is to examine
these gaps by addressing issues such as born global companies originating
from developing countries, the relationships between collaborative
agreements and survival of such companies, the effect of senior management
and culture on survival and more, as explained below.

Topics for the special issue:

The goal of this special issue is to stimulate scholars to focus (i) on the
challenges and strategies of small, international high-tech companies in
the global environment at individual, group, and firm level as well as (ii)
on the role of location (eg. quality of business location, impact of
presence of clusters, etc.) of the home and/or of the host countries on the
international high-tech companies competitiveness.

We encourage review, conceptual, and empirical contributions that may
address, but are not limited to, the following topics:

The contributions may address, but are not limited to, the following topics:

1. What are the antecedents, moderators/mediators, and outcomes
of competitive
and/or growth strategies pursued by small, international high-tech
companies in developed and/or emerging economies?

2. How does the macro-environmental and micro-environmental (industry)
context in developed and/or emerging economies influence
success/failure of collaborative
partnerships (alliances, joint ventures, and M&A) established by small,
international high-tech companies?

3. How do clusters impact on the ability of born-global firms to
emerge, to invest in specific location abroad and to perform in
international markets?

4. What is the impact of senior management on success/failure of
collaborative partnerships (alliances, joint ventures, and M&A) established
by small, international high-tech companies in developed and/or emerging
economies?

5. What skills, competencies, and behaviours the incumbent managers
and employees need to learn and practice in order to enable small,
international high-tech companies' success in developed and/or emerging
economies?

6. What is the impact of strategic agility and organizational
ambidexterity on success/failure of small, international high-tech
companies in developed and/or emerging economies?

7. What are the social, economic and environmental implications of
innovation management (product vs. process innovation) in small,
international high-tech companies' success in developed and/or emerging
economies?

8. What are the value-creating and value-capturing factors in small,
international high-tech companies in developed and/or emerging economies?

9. What is the impact of emotions and resilience on success/failure of
small, international high-tech companies in developed and/or emerging
economies?

10. What is the influence of national cultural distance and corporate
(organizational) differences on success/failure of small, international
high-tech companies in developed and/or emerging economies?

11. What is the impact of venture capital funds on success/failure of
small, international high-tech companies in developed and/or emerging
economies?

12. What is the effect of collaborative agreements between governmental
and industry bodies and academics institutions on success/failure of small,
international high-tech companies in developed and/or emerging economies?

References:

Almor, T. (2011). Dancing as fast as they can: Israeli high-tech firms and
the great recession of 2008. *Thunderbird International Business Review, 53*,
109-276.

Almor, T. (2013). Conceptualizing paths of growth for the technology-based,
born-global firm originating in a small population, advanced economy.
*International
Studies of Management & Organization, 43*(2), 56-78.

Almor, T., & Hashai, N. (2004). Competitive advantage and strategic
configuration of knowledge-intensive small and medium sized multinationals:
A modified resource based view. *Journal of International Management,* *10*,
479-500.

Almor, T., Tarba, S. Y., & Margalit, A. (2014). Maturing, technology-based,
born-global companies: Surviving through mergers and acquisitions. *Management
International Review,* (Forthcoming, doi: 10.1007/s11575-014-0212-9).

Efrat, K., & Shoham, A. (2011). Environmental characteristics and
technological capabilities' interaction in high-technology born global
firms. *European Journal of **International Management, 5*(3), 271-284.

Efrat, K., & Shoham, A. (2012). Born-global firms: The differences between
their short-and long-term performance drivers. *Journal of World Business*,
*47*, 675-685.

Gomes, E., Weber, Y., Brown, C., and Tarba, S.Y. (2011). *Mergers,
Acquisitions and Strategic Alliances: Understanding The Process*.
Basingstoke, UK: Palgrave Macmillan.

Freeman, S., & Cavusgil, T. (2007). Towards a typology of commitment states
among managers of born-global firms: A study of accelerated
internationalization. *Journal of International Marketing,* *15*(4), 1-40.

Gabrielsson, M., & Kirpalani, V.H.M. (2004). Born globals: How to reach new
business space rapidly. *International Business Review,* *13*, 555-571.

Glaister, A. J., Liu, Y., Sahadev, S., & Gomes, E. (2014). Externalizing,
internalizing and fostering commitment: The case of born-global firms in
emerging economies.* Management International Review,* (Forthcoming, doi:
10.1007/s11575-014-0215-6)

Hashai N., & Almor T. (2004). Gradually internationalization 'born-global'
firms: An oxymoron? *International Business Review,**13*, 465-483

Hashai, N. (2011). Sequencing the expansion of geographic scope and foreign
operations by “born-global” firms”. *Journal of International Business
Studies*, *42*(8), 995-1015.

Hewerdine, L., & Welch, C. (2013). Are international new ventures really
new? A process study of organizational emergence and
internationalization. *Journal
of World Business*, *48*(4), 466-477.

Melen, S., & Rovira Nordman, E. (2009). The internationalisation modes of
born globals: A longitudinal study. *European Management Journal*, *27*,
243-254.

Rovira Nordman, E., & Melen, S. (2008). The impact of different kinds of
knowledge for the internationalization process of born globals in the
biotech business. *Journal of World Business*, *43*, 171-185.

Trudgen, R., & Freeman, S. (2014). Measuring the performance of born-global
firms throughout their development process: The roles of initial market
selection and internationalisation speed. *Management International
Review,* (Forthcoming,
doi: 10.1007/s11575-014-0210-y).

Uner, M. M., Kocak, A., Cavusgil, E., & Cavusgil, S. T. (2013). Do barriers
to export vary for born globals and across stages of internationalization?
An empirical inquiry in the emerging market of Turkey. *International
Business Review, 22*(5), 800-813.

Vasilchenko, E., & Morrish, S. (2011). The role of entrepreneurial networks
in the exploration and exploitation of internationalization opportunities
by information and communication technology firms. *Journal of
International Marketing, **19*(4), 88-105.

Weber, Y., & Tarba, S. Y. (2011). Exploring integration approach in
related mergers: Post-merger integration in the high-tech industry.
*International
Journal of Organizational Analysis*, *19*, 202–221.

Weber, Y., Tarba, S.Y., and Oberg, C. (2013). *A Comprehensive Guide to
Mergers and Acquisitions: Managing the Critical Success Factors Across
Every Stage of the M&A Process*. USA & UK: Financial Times Press.

*Submissions:*

All papers will be subject to double-blind peer review, according to author
guidelines available at :
http://www.emeraldgrouppublishing.com/products/journals/journals.htm?id=cr

Submissions to Competitiveness Review are made using ScholarOne
Manuscripts: http://mc.manuscriptcentral.com/comprev
<https://mail.unifr.ch/owa/redir.aspx?C=JJX8UIirF0OuXCymA2OzirR1YGOLBdEIkzyHSskW-FaIxr72qDnBCE2JQfFhOgmgFRgzZhjuaGE.&URL=http%3a%2f%2fmc.manuscriptcentral.com%2fcomprev>(please
select the correct special issue from the drop-down menu)

*S**ubmission deadline: **March 31, 2015*. However, earlier submissions are
encouraged.

The review process will take approximately up to 6 months.

*About the special issue editors*

*Tamar Almor (**[log in to unmask]* <[log in to unmask]>*) *is a
professor of Strategic Management and International Entrepreneurship at
School of Business Administration, College of Management, Israel. She
received her PhD from Tel-Aviv University, Israel. Her research interests
include new entrepreneurial ventures, born global firms, innovation
strategies, and mergers and acquisitions. Her work has been published in
journals such as *Journal of International Business Studies, Management
International Review, Human Relations, Research Policy, International
Business Review*, *International Studies of Management & Organization,
Journal of International Management*, *Thunderbird International Business
Review, *and others.

*Shlomo Y. Tarba* (*[log in to unmask]* <[log in to unmask]>*) *is
a Lecturer in Strategic Management at the Management School, University of
Sheffield, UK. He received his PhD in Strategic Management from Ben-Gurion
University and Master's in Biotechnology degree at the Hebrew University of
Jerusalem, Israel. His research interests include strategic agility, born
global firms, organizational ambidexterity and innovation, and mergers and
acquisitions.

His research papers are published/forthcoming in journals such as *Journal
of Management, Academy of Management Perspectives, Management International
Review, California Management Review, International Business Review,
International Journal of Human Resource Management, Thunderbird
International Business Review,* *International Studies of Management &
Organization,* *Human Resource Management Review*, and others.

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