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; CuervoCazurra 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 strategies?

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 context.

-  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 DMNEs.

-  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.CuervoCazurra, 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): 339–360.

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): 8–37.

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 2017

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


Guest Editors

Zaheer, Yong Kyu, and Rekha

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.