- Special Issue on:

   Strategic ambidexterity and performance consequences for the Emerging
   Economies Multinationals (EMNEs)

   Special Issue Guest Co-Editors:
   - Zaheer Khan, University of Kent, UK ([log in to unmask])
      - Michael Czinkota, Georgetown University, USA and University of
      Kent, UK ([log in to unmask])
      - Yong Kyu Lew, Hankuk University of Foreign Studies, Korea (
      [log in to unmask])
      - Joseph Amankwah-Amoah, University of Kent, UK (
      [log in to unmask])
      - Pushyarag Puthusserry, University of Sussex, UK (
      [log in to unmask])

   Background of the proposed special issue

   Ambidexterity is an important factor for influencing the performance at
   different levels in organizations (He & Wong, 2004; O'Reilly &
   Tushman, 2013; Junni et al., 2013; Raisch & Birkinshaw, 2008).
   Ambidexterity at the organizational level can be defined as the capability
   to reconcile two opposite strategies (for example, simultaneously pursuing
   both exploration and exploitation) within the same firm (O’Reilly &
   Tushman, 2004; Simsek, 2009). Thus, the challenge of ambidexterity lies in
   matching the organization’s strategy with its resources and competences
   (e.g. Raisch & Birkinshaw, 2008).

   Strategic ambidexterity have received limited attention from global
   perspectives, and especially there are not enough comparative studies
   conducted on emerging markets' firms and developed markets firms to
   understand the antecedents and consequences of strategic ambidexterity for
   enhancing  performance of these firms (Lavie et al., 2011; Raisch &
   Birkinshaw, 2008). From strategic management perspective, MNEs should
   choose their corporate strategies ‘where to compete’ for competitive
   advantage, by (1) diversifying products/services, (2) functional value
   chain activities and (3) geographical locations. Traditional management and
   international business literature has relatively focused on the
   geographical diversification of MNEs theoretically drawing on expanding
   MNEs oligopolistic behavior and internalization (Buckly & Casson, 1976),
   and knowledge-based view (Kogut & Zander, 1992).

   In the globalization and digitalization era, however, contemporary MNEs
   strategically diversify the first two pillars (i.e., products/services and
   business functions) through innovative product development and outsourcing
   through strategic ambidexterity. In the economically integrated and
   technologically connected world, both EMNEs and DMNEs need to be strategic
   ambidextrous to implement their corporate/business strategies to cope with
   new environmental challenges and opportunities also coming from various
   conflicting forces and risks in international business, including cultural
   differences (Roth & Morrison, 1990; Shenkar, 2001)

   Yet we have relatively limited understanding about the role of strategic
   ambidexterity in performance and global strategy pursued by EMNEs vis-a-vis
   DMNEs. Organizational ambidexterity studies have been conducted in a wide
   variety of industries and methodological settings, and the empirical
   results so far have been mixed (e.g. Junni et al., 2013). Above all,
   strategic ambidexterity has received limited research attention in the
   international business and management literature. The purpose of this
   special issue is to identify synergies between strategic ambidexterity and
   global strategy pursued by EMNEs vis-a-vis DMNEs for developing competitive
   advantage. We encourage authors to submit research articles ranging from
   theoretical/conceptual work to case studies. In addition, we welcome
   empirical research articles testing theories in the global business and
   management context.

   The special issue offers novel insights in terms of the performance
   implications of strategic ambidexterity, the relative importance of
   strategic ambidexterity antecedents and their interaction effects, and the
   influence of different contexts (intra-firm, inter-firm, network) and
   different levels of analysis (firm level, business-unit level, top
   management team, individual), in terms of promoting theoretical synthesis,
   and suggests new venues for future research in the context of EMNEs.

   These are some of the potential topics that we seek papers on:

   (1) Strategic ambidexterity, business models, and global strategy
   implementation for developing competitive advantage by EMNEs vis-a-vis DMNEs

   (2) Strategic ambidexterity and value creation vs. value capture by
   EMNEs vis-a-vis DMNEs

   (3) Strategic ambidexterity, social networks, and competitiveness of

   (4) Human resource management practices, strategic ambidexterity and
   strategy implementation in EMNEs

    (5) Strategic ambidexterity, overseas expansion and post acquisition

   (6) Strategic ambidexterity and reverse innovations

   (7) Methodological challenges in measuring the impact of strategic
   ambidexterity on competitive advantage and performance of EMNEs and DMNEs

   (8) Strategic ambidexterity and global supply chains of EMNEs vis-a-vis

   (9) Strategic ambidexterity and standardization vs. localization
   strategies of EMNEs vis-a-vis DMNEs

   (10) Strategic ambidexterity, global networks and innovation in the
   context of EMNEs

   (11) Strategic ambidexterity and corporate social responsibility and
   non-market strategies and performance of EMNEs and DMNEs

   (12) Strategic ambidexterity and resilience

   (13) Comparative institutional characteristics and strategic
   ambidexterity and performance

   (14) Strategic ambidexterity and emerging economy international new
   ventures survival

   Submission Process

   The deadline for submitting papers is June 30, 2018.

   Submissions to the special issue should be sent electronically through
   the Journal web platform When
   submitting their manuscript, it is important that authors select the ‘SI:
   Ambidexterity’ option in the “Article Type” step of the submission

   Submissions should be prepared in accordance with International Business
   Review’s author guidelines available at:
   All manuscripts must be original, unpublished works that are not
   concurrently under review for publication elsewhere. All papers will
   receive a double-blind review following International Business Review’s
   normal review process.

   Research data

   Research data forms the backbone of research articles and provides the
   foundation on which knowledge is built.  Researchers are increasingly
   encouraged, or even mandated, to make research data available, accessible,
   discoverable and usable.  Although not mandatory, the journal encourages
   authors to submit their data at the same time as their drafts of the full
   manuscript. Further information can be found at:


   Buckley, P.J., & Casson, M. (1976). The future of the multinational
   enterprise, London: Macmillan.

   He Z-L, Wong P-K (2004) Exploration vs. exploitation: An empirical test
   of the ambidexterity hypothesis. *Organization Science*, *15*(4), 481–494

   Junni, P., Sarala, R.M., Taras, V., & Tarba, S.Y. (2013). Organizational
   ambidexterity and performance: A meta-analysis. *The Academy of
   Management Perspectives*, *27*(4), 299-312.

   Kogut, B., &  Zander, U. (1992). Knowledge of the firm, combinative
   capabilities, and the replication of technology. *Organization Science*,
   3(3), 383-397.

   Lavie, D., Kang, J., & Rosenkopf, L. (2011).  Balance within and across
   domains: The performance implications of exploration and exploitation in
   alliances. *Organization Science*, 22(6), 1517-1538.

   O Reilly, C.A., & Tushman, M.L. (2004). The ambidextrous organization.
   Harvard Business Review, 82(4), pp.74-83.

   O'Reilly, C.A., & Tushman, M.L. (2013). Organizational ambidexterity:
   past, present and future. *Academy of Management Perspectives* *27*(4),

   Raisch, S., & Birkinshaw, J. (2008). Organizational Ambidexterity:
   Antecedents, Outcomes, and Moderators. Journal of Management, 34(3),

   Roth, K., & Morrison, A.J. (1990). An Empirical Analysis of the
   Integration-Responsiveness Framework in Global Industries. *Journal of
   International Business Studies*, 21(4), 541-564.

   Shenkar, O. (2001). Cultural Distance Revisited: Towards a More Rigorous
   Conceptualization and Measurement of Cultural Differences. *Journal of
   International Business Studies*, 32(3), 519-535.

   Simsek, Z. (2009). Organizational ambidexterity: towards a multilevel
   understanding. *Journal of Management Studies, **46*(4), 597–624.
   - Best regard,
   - Zaheer, Michael, Yong Kyu, Joseph and Pushyarag

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