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 EMNEs

(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

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

Submission Process

The deadline for submitting papers is *July 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 process.

Submissions should be prepared in accordance with International Business
Review’s author guidelines available at:
ournals/international-business-review/0969-5931/guide-for-authors.  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

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), 324–338.

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.

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