*International Studies of Management & Organization*

*Special Issue on “The Role of Dynamic Capabilities in Global Strategy of
Emerging Economies’ Multinationals” *

*Guest Editors*

Zaheer Khan, University of Sheffield, Sheffield, UK, [log in to unmask]

Yong Kyu Lew, Hankuk University of Foreign Studies, Seoul, Korea,
[log in to unmask]

Rekha Rao-Nicholson, Newcastle University, London, UK,
[log in to unmask]

*Submission deadline:* *31 December 2016*

*About the Journal: Abstracting/Indexing/Ranking *

-  SCImago Journal Rank; Scopus; EBSCOhost, ProQuest; ABI/INFORM Complete

-  ABS UK Academic Journal Ranking Guide (2); ABDC Journal Ranking List (B)

-  working towards Social Sciences Citation Index

*Aims and Scope of the Issue *

We invite scholars to submit papers for a special issue of *International
Studies of Management & Organization *(ISMO). The focus of the special
issue is on “The Role of Dynamic Capabilities in Global Strategy of
Emerging Economies’ Multinationals”. The issue aims to con-tribute to the
literature on dynamic capabilities, internationalization and global
strategy literatures.

Dynamic Capability (DC) has been widely studied in the field of strategic
management (Helfat 1997; Teece, Pisano, and Shuen 1997; Teece 2007; 2014).
Much of this literature is based on the multinational enterprises (MNEs)
from developed economies and their innovation-creating behavior. The key
argument in this stream of research is that unlike functional/operational
strategies, DC contributes to firms’ innovation and competitiveness in
terms of sensing, seizing, and transforming processes. Also,
micro-foundations for these processes are of critical importance as these
micro-foundations provide meta knowledge within the firm boundary, thus the
firm knows what allows individuals to access more knowledge than what is
embedded in them (Argote and Ren 2012; Teece 2007). These transactive
memory systems within an organization are not only beneficial in stable
environments; they are most valuable in dynamic environments, typically,
the context observed for international business activity. International
business strategy entails cross-border value chains activities of economic
and innovation actors (Tallman and Pedersen 2015).

In international business research, academics have begun to pay attention
to the Emerging Economies’ MNEs’ (EMNEs) activities such as their
motivations for internationalization, and whether existing theories explain
their investment patterns (Luo and Tung 2007; Ramamurti and Singh 2009;
Cuervo‐Cazurra 2012; Williamson 2015). Recent research on EMNEs reveals
that based on their business experience at home, they aggressively invest
in foreign markets by acquiring overseas assets in developed markets.
Through this, EMNEs are likely to complement their lack of advanced
knowledge, and develop value chains within their home market. Even though
many of them take advantages of location-specific specialities at home in
their internationalization process, known as a spring board perspective
(Luo and Tung 2007), arguably some of the successful EMNEs may require
high-order capabilities in order to identify, internalize, and master
skills and knowledge during their internationalization or
post-internationalization process.

The aim of this issue is to encourage authors to link DC to the context of
EMNEs, and different strategies that these firms pursue in foreign markets.
For example, do EMNEs pursuing either transnational, global standardization
or localization strategies require different resources, and a different set
of DCs, or are these the same capabilities regardless of the strategy being
pursued by these firms? Also, we lack comparative studies on developed
economy MNEs (DMNEs) vis-à-vis EMNEs and how they develop and use DCs to
survive or acquire knowledge and resources from developed or developing
markets. This call highlights the following research questions: How and to
what extent do DCs contribute to EMNEs’ global competiveness? What are the
micro-foundations of DC pertinent for EMNEs’ internationalization? How, in
global strategy context, do EMNEs differently develop and use DC from
DMNEs? How do EMNEs’ global strategies use DCs for generating innovation
and leveraging them for value creation versus value capture? What are the
implications of EMNEs pursuing DC for internationalization and global

The above-mentioned topics and questions are still underexplored in the
EMNE's context. We believe that this Special Issue can significantly
contribute to extending the existing knowledge on this subject, and provide
new insights to scholars and practitioners. We prefer comparative papers
for this issue.

*These are some of the potential topics that we seek conceptual and
empirical papers on: *

-  DC and global strategy for developing competitive advantage by EMNEs
vis-à-vis DMNEs.

-  The impact of DC on business performance and competitiveness of EMNEs
and DMNEs.

-  DC implications for EMNEs’ internationalization process.

-  the meaning and micro-foundations of DC by EMNEs vis-à-vis DMNEs.

-  Dialectic relationships between DC and functional capabilities of EMNEs.

-  Integrating DC with institution- and/or industry-based views on the firm
in emerging economies context.

-  DC, competitiveness, and longevity/survival of EMNEs in the global

-  role of leaderships, DC, and EMNEs performance.

-  The role of DC in corporate geographic diversification of EMNEs.

-  Role of DCs in knowledge and change management in EMNEs context.

-  DC and various types of innovation in emerging economies pertinent for
global market.

-  Methodological challenges in measuring DCs and their link with EMNEs
performance and innovations.

-  DC and global supply chain of EMNEs vis-à-vis DMNEs.

-  DC and standardization vs. localization strategies of EMNEs vis-à-vis

-  DC and global operations management strategies of EMNEs versus DMNEs.

-  DC, agility, and resilience of EMNEs in the global business environment.

-  DC and EMNEs’ non-market global strategies.

-  DC and corporate social responsibility view on the firm and social
performance in the global context.

*Timeline of the Publication process Submission of Papers *

All submissions must satisfy the theme of the special issue. The papers
should be relevant to theory testing/development, and/or managerial
implications. Please submit your manuscripts via email to:
[log in to unmask]


Argote, L., and Y. Ren. 2012. “Transactive Memory Systems: A
Micro-foundation of Dynamic Capabilities.” *Journal of Management Studies *
49(8):1375–1382.Cuervo‐Cazurra, A. 2012. “Extending Theory by Analyzing
Developing Country Multinational Companies: Solving the Goldilocks
Debate.” *Global
Strategy Journal *2(3): 153–167.

Helfat, C. E. 1997. “Know-How and Asset Complementarity and Dynamic
Capability Accumulation: The case of R&D.” *Strategic Management
Journal *18(5):

Luo, Y., and L. Tung. 2007. “International Expansion of Emerging Market
Enterprises: A Springboard Perspective.” *Journal of International Business
Studies *38(4): 481–498.

Ramamurti, R., and J. Singh. 2009. *Emerging Multinationals in Emerging
Markets*. Cambridge: Cambridge University Press.

Tallman, S., and T. Pedersen. 2015. “What Is International Strategy
Research and What Is Not?” *Global Strategy Journal *5(4): 273–277.

Teece, D. J. 2007. “Explicating Dynamic Capabilities: The Nature and
Micro-foundations of (Sustainable) Enterprise Performance.” *Strategic
Management Journal *28(13): 1319–1350.

Teece, D. J. 2014. “A Dynamic Capabilities-Based Entrepreneurial Theory of
the Multinational Enterprise.” *Journal of International Business
Studies *45(1):

Teece, D. J., G. Pisano, and A. Shuen. 1997. “Dynamic Capabilities and
Strategic Management.” *Strategic Management Journal *18(7): 509–533.

Williamson, P. J. 2015. “The Competitive Advantages of Emerging Market
Multinationals: A Re-assessment.” *Critical Perspectives on International
Business *11(3/4): 216–235.

Zhou, K. Z., and C. B. Li. 2010. “How Strategic Orientations Influence the
Building of Dynamic Capability in Emerging Economies.” *Journal of Business
Research *63(3): 224–231.

*Step Deadline *

Submission of full papers via E-mail
           *31 December 2016*

Editorial Desk decision
                           15 January 2017

Review report communicated to authors
     30 March 2017

Submission of Revised-papers along with ‘Author Response Letter'    1 July

Final Submission of the complete issue to Journal Editors
30 November 2017

Guest Editors

Zaheer, Yong Kyu, and Rekha

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