 |
 |
CALL FOR PAPERS
Special Issue of the Journal of International Business Studies
INTERNATIONAL MARKETING
Special Issue Editors:
· G. Tomas M. Hult (Michigan State University, USA, [log in to unmask])
· Constantine S. Katsikeas (University of Leeds, UK, [log in to unmask])
· Saeed Samiee (University of Tulsa, USA, [log in to unmask])
Deadline for submission: July 31, 2019
Introduction
The focus of this Special Issue is on international marketing (IM) topics and this call invites manuscripts dealing with a wide range of topics that fall into and, in fact, shape the IM literature. At its core, international business (IB) is inherently intertwined with marketing. For centuries, individuals and firms have sought to expand sales through exporting, which constitutes the most common foreign market entry and expansion mode; for many firms export marketing has defined IB. The broader IB’s view of export development asserts internal and external triggers to exporting (cf. Cavusgil & Nevin, 1980; Wiedersheim-Paul, Welch, & Olson, 1978), both of which are export marketing centered. Indeed, many early contributors to the literature on market entry and export development process were closely associated with the marketing discipline (e.g., Bilkey & Tesar, 1977; Czinkota, & Johnston, 1981; and Kaynak & Kothari 1984). Over time, some firms continue to reap the benefits of increased sales and profits via export marketing, whereas others, recognizing the broader and longer-term potential of global markets, have sought to establish different forms of presence in markets abroad. In short, regardless of entry mode or firms’ structural configuration, market expansion and increased sales via [in]direct marketing internationally is a critical raison d’être for IB. Such a view highlights the critical role for IM activities, while emphasizing the important role of IM contributions within the broader IB field.
Significant interest in and focus on scholarly research in IM began to intensify during the 1980s, and heightened research attention has been given to IM problems and challenges facing firms over the past three decades. Early scholarly works in IM were limited in scope, addressing, inter alia, which export market entry triggers as well as motivations and explanations for internationalization decisions were the most noteworthy (Ford & Leonidou, 2013). Since then, IM scholars have crafted a growing, multifaceted, and well-developed body of knowledge.[i] Despite these advances, the increased importance and relevance of IM has been underappreciated and understudied (Day, 1996). As a clear demonstration of this lacuna, IM topics appearing in the top journals remain sparse and a casual survey of several leading marketing and IB journals signals the relative paucity of scholarly works addressing IM issues. Given IM’s critical importance for IB practice, the overarching goal of this Special Issue is to reinforce IM’s centrality and influence in IB by inviting IM contributions that address a broad array of topics, particularly areas in need of greater scholarly attention as well as enduring issues of importance to managers.
Today, research in IM has evolved across numerous themes with some areas receiving disproportionate scholarly attention (Leonidou et al., 2017). Market entry and export marketing are among the oldest topics of interest for IM researchers which remain as relevant and important today. Collectively, origin-related research topics likely constitute the most popular IM theme among IM researchers and potentially the most-researched area with hundreds of publications (cf. Papadopoulos et al., 2011; Samiee & Chabowski 2017).[ii] In general, much intellectual capital has been devoted to international aspects of buyer behavior topics (Leonidou et al., 2017). In contrast, some important IM research areas are receiving insufficient scholarly attention. To this end, over two decades ago Day (1996) asserted “Studies of cross-cultural differences in buyer behavior or the effect of country of origin do not suffice when the big issues needing answers are about global competitive interactions, global new product development and launch practices, sharing of market insights across borders, or the coordination and integration of multicountry operations.” Thus, this Special Issue is intended to inspire and broadly direct researchers’ focus on developing IM projects that fill key knowledge gaps in IM thought, open new pathways for examining unexplored aspects of IM, and/or highlight particular IM topics that warrant closer scholarly scrutiny. Inasmuch as buyer behavior remains among key marketing topics, novel exporting and international or cross-cultural contributions dealing with this topic are also welcomed. As we detail below, we cast a wide net to motivate contributions on a broad range of IM topics, while recognizing the importance of novel and ground-breaking themes.
The Scope of the International Marketing Special Issue
Given the ubiquitous nature of various levels of international involvement across firms and industries, a host of new and exciting challenges about customers, suppliers, and relationship management are raised. Today’s global marketplace is characterized by intense competition from a multitude of foreign and indigenous companies, and heterogeneous customer behavior due to differences across cultures. Technological advances are creating novel business segments (e.g., social media, collaborative consumption/shared economy), while undermining long established global brands and products (e.g., Polaroid and instant photography, Kodak and film photography, Sony and floppy drives, photorefractive keratectomy and prescription glasses, CDs and MP3/FLAC), and promoting new forms of interaction for businesses and customers (e.g., social media, SMS, online reviews).
In such a dynamic global environment, how can companies design and implement IM strategies that maintain or improve their market positions? Which IM strategies help firms engage customers on an international scale such that they can achieve their IM strategy goals? Moreover, a trend that is evident from reviews of the IM literature is the lopsided research attention to the traditional components of IM strategy. Global product (e.g., international branding policies and global brand development and management), and pricing policies (for example, with respect to managing or curtailing parallel markets), global product/service innovation and management (including international collaborative projects), brand- and design-related intellectual property protection (e.g., aimed at reducing or eliminating counterfeiting and imitation possibilities), and international distribution and retailing strategies are among the issues of growing importance in IM strategy.
Additionally, relationship development and customer engagement pertain to, not only firm-based plans and strategies across markets, but also customer attitude, behavior, and connectedness among customers and with the company. They involve behavioral outcomes that go beyond a customer’s purchases to include referrals, influence, and knowledge. Although research in marketing has advanced domestically (e.g., Kumar & Pansari, 2016a), it has yet to be extended and validated internationally and embedded within IM/IB strategy frameworks. Cross-national studies can reveal whether the firm is valuing its customers as specified in its IM plan, and afford the company the opportunity to compare customer lifetime value against goals and benchmarks, and globally allocate marketing resources accordingly (Kumar & Pansari, 2016b). What drives overseas customers to provide referrals and help the company to attract new, valuable customers (cf. Wangenheim & Bayón, 2007)? Furthermore, the ramifications of the international context (e.g., existing differences across developed and emerging markets), the impact on the development of IM strategies that help firms create, raise, and maintain customer relationships and its corresponding influence on performance deserve research attention.
Even though the Internet and information technology (IT) is continuing to have a significant influence on customers and businesses, a citations-based review of the IM literature reveals that IT-related topics do not constitute a knowledge base in IM (Samiee and Chabowski 2012). This finding is corroborated by Leonidou et al. (2017). These scholars noted that less than four percent of the academic articles reviewed, included facets of Internet connectivity. Also, a literature review of 29 academic journals addressing the Internet’s impact on relational approaches to foreign market entry, identified only 94 published articles, representing about three percent of all articles reviewed by Watson et al. (2018). These reviews demonstrate the acute need to incorporate IT (e.g., EDI, e-commerce) in projects addressing various aspects of the IM process, including initial online exporting research, market entry and development, export customer acquisition by both manufacturers and channel intermediaries. Furthermore, a research focus on cross-border e-commerce, especially as means of internationalizing the scope of smaller firms’ marketing is encouraged. Firms invest significant sums to adopt promising technologies to improve their marketing performance, yet little research has been devoted to assessing the performance impact of digital tools (e.g., CRM software) in terms of maintaining or growing relationships internationally.
Social media have been influencing both the demand and the supply side of exchange. On the demand side, firms are engaging people by allowing them to participate in the co-creation and product development processes. Enterprises are increasingly engaging the public in idea generation via social media (e.g., Dell Ideastorm, LEGO ideas) and new product development and starting capital (e.g., Quirky, Kickstarter.com). The extent to which firms engage social media audiences internationally (including both global and local social media sites) for one or more aspects of co-creation and the influence of such activity on the MNCs’ offerings and competitiveness across markets are yet to be explored. The exploration of the extent to which customers from around the world participate in knowledge development processes and help firms improve their existing products and/or create innovative ones, also remains a fertile research area (Prahalad & Ramaswamy, 2004). Equally important research issues on the demand side also warrant research attention. For example, customers located in distant parts of the world use social media, but the impact of such engagement and the positive or negative ripple effect they create in or across social networks with respect to local and global brands has received insufficient research attention and deserves closer scholarly scrutiny (McAlexander et al., 2002). Relatedly, the global ubiquity of the Internet and social networks has made these media a major target for cybercriminals. Regular revelations of firm and customer data breaches are bound to have a consequential impact on, not only firm image and customer engagement process, scope, and depth, but also on demands for greater privacy and protection by customers and governments. Thus, research efforts should be expended to uncover the impact of, for example, cross-national privacy regulations on the efficacy of relationship development and management as well as online marketing processes.
Globalization has transformed the way in which business relationships are initiated, managed, and evaluated, and customer engagement is likely to play a prominent role in a business-to-business context. Business relationships are complex, interpersonal, and interdependent and relationship marketing efforts can make a difference in promoting common goals and facilitating joint activities that create value for both partners; value that each company could not achieve outside of the relationship or with other partners (Palmatier, 2008). In an international context, companies need to manage their cross-border relationships more skillfully to address geographic separation, cultural distance, administrative (e.g., currencies, legal jurisdictions), and economic differences between the local and foreign markets (Katsikeas, Samiee, & Theodosiou, 2006), and the increased levels of risk and uncertainty inherent in international operations (Johanson & Vahlne, 2009). How does the international environment affect the activities, strategies, structures, and decision-making processes of companies with respect to their business relationships? How can companies manage their overseas business relationships as value-bearing assets? Are cross-border business relationships part of a value-creating network that delivers superior value to the end customer? What is their role in overcoming the liability of foreignness? Likewise, the role of overseas business partners (e.g., distributors, suppliers) in knowledge development, innovation, and goal achievement are also areas needing research attention.
Furthermore, the fit between IM strategy and international relationships deserves research attention. How can companies ensure that their many suppliers and partners abroad are well-aligned with their IM strategy? Strategy standardization offers significant economies of scale in value-adding activities (e.g., R&D, production, marketing), facilitates the development of a consistent corporate/brand image across countries, enhances coordination and control of international operations, and reduces operational and managerial complexity, whereas adaptation is based on the premise that variations between countries necessitate the adjustment of the marketing strategy to the idiosyncrasies of each local market. The contingency approach suggests that IM strategy can range between these two extremes and the appropriateness of the selected IM strategy should be evaluated on the basis of its performance outcomes (Katsikeas, Samiee, & Theodosiou, 2006). Despite the long-standing tradition along these lines, sense-making in some overarching topics is needed. For example, the pursuit of a market-orientation strategy demands sensitivity to local market conditions and IM strategy adaptation. Given the importance of market orientation for many firms, there is a need to better understand how market orientation influences IM strategy. On the one hand, market and customer orientation demand the pursuit of more localized or adapted IM strategies. On the other, a high degree of IM strategy standardization seemingly impedes a high degree of market orientation. How do firms reconcile their IM strategies and market orientation drives? Moreover, how do customer relationships in particular and business relationships in general interact with the perennial issue of adaptation or standardization of IM strategy? Do overseas business relationships help the company determine which specific strategy elements are feasible or desirable to standardize or adapt? If so, under what conditions, and to what degree? To what extent is co-creation possible and appropriate under each IM strategy scenario?
The goal of this Special Issue is to center-stage the critical role of IM within IB by bringing together high quality contemporary research on international or cross-cultural buyer behavior, global segmentation and targeting, customer engagement and business relationships, IM strategy. It will also be important to assess how these issues affect achieving competitive advantage and enhanced performance in international market operations. The overarching purpose of the Special Issue is to add to the body of existing knowledge in IM in terms of theory development and the advancement of management practice. We are open to both conceptual and empirical manuscripts and welcome submissions using different methodological approaches. We are looking for manuscripts that are characterized by conceptual and methodological rigor, add substantively to the current IM literature, and address timely marketing problems and issues that are of particular relevance to IM/IB practitioners.
Review and Submission Processes
As co-editors, we will take an active role in interacting with authors throughout the submission period. As such, we welcome substantive inquiries regarding the Special Issue to provide insights that may be useful in developing or improving manuscripts. All manuscripts for the Special Issue will be reviewed as a cohort, and the co-editors will be actively involved in this process.
Accordingly, we request that authors submit their manuscripts between July 17, 2019, and July 31, 2019, at http://mc.manuscriptcentral.com/jibs. All submissions will go through the JIBS regular double-blind review process and follow the standard norms and processes. For more information about this call for papers, please contact the JIBS Managing Editor ([log in to unmask]).
References
Bilkey, W.J., & Tesar, G. (1977). The export behavior of smaller-sized Wisconsin firms. Journal of International Business Studies, 8, Spring/Summer, 93-98.
Czinkota, M.R., & Johnston, W.J. (1981). Segmenting US firms for export development. Journal of Business Research, 9(4), 353-365.
Day, G.S. (1996). Using the past as a guide to the future: Reflections on the history of the Journal of Marketing," Journal of Marketing, 60 (January), 14-16.
Ford, D., & Leonidou, L.C. (2013). Research developments in international marketing. New Perspectives on International Marketing, S.J. Paliwoda (ed.), 3-32. New York: Routledge.
Johanson, J., & Vahlne, J.E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40(9), 1411-1431.
Kaplan, A.M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of Social Media. Business Horizons, 53(1), 59-68.
Katsikeas, C.S., Samiee, S., & Theodosiou, M. (2006). Strategy fit and performance consequences of international marketing standardization. Strategic Management Journal, 27(9), 867-890.
Kaynak, E., & Kothari, V. (1984). Export behaviour of small and medium-sized manufacturers: some policy guidelines for international marketers. Management International Review, 61-69.
Kumar, V., & Pansari, A. (2016a). Competitive advantage through engagement. Journal of Marketing Research, 53(4), 497-514.
Kumar, V., & Pansari, A. (2016b). National culture, economy, and customer lifetime value: Assessing the relative impact of the drivers of customer lifetime value for a global retailer. Journal of International Marketing, 24(1), 1-21.
Leonidou, L.C., Katsikeas, C.S., Samiee, S., & Aykol, B. (2017). International marketing research: a state-of-the-art review and the way forward. In Advances in Global Marketing: A Research Anthology, Leonidou et al. (eds.), Cham, Switzerland: Springer International Publishing AG, 3-33.
Lu, I.R., Heslop, L.A., Thomas, D.R., & Kwan, E. (2016). An examination of the status and evolution of country image research. International Marketing Review, 33(6), 825-850.
McAlexander, J.H., Schouten, J.W., & Koenig, H.F. (2002). Building brand community. Journal of Marketing, 66(1), 38-54.
Palmatier, R.W. (2008). Interfirm relational drivers of customer value. Journal of Marketing, 72(4), 76-89.
Papadopoulos, N., el Banna, A., Murphy, S.A., & Rojas-Méndez, J.I. (2011). Place brands and brand-place associations: The role of ‘place’ in international marketing. In S. C. Jain & D. A. Griffith (Eds.). Handbook of research in international marketing (pp. 88-113). Northampton, MA: Edward Elgar.
Prahalad, C.K., & Ramaswamy, V. (2004). The future of competition: Co-creating unique value with customers. Harvard Business Press.
Samiee, S. & Chabowski, B.R. (2017). An overview of country-of-origin research: Using knowledge structure to propose future opportunities. Academy of International Business Annual Conference, Dubai, United Arab Emirates, July 2-5.
Samiee, S., & Chabowski, B.R. (2012). Knowledge structure in international marketing: a multi-method bibliometric analysis. Journal of the Academy of Marketing Science, 40(2), 364-386.
Wangenheim, F.V., & Bayón, T. (2007). The chain from customer satisfaction via word-of-mouth referrals to new customer acquisition. Journal of the Academy of Marketing Science, 35(2), 233-249.
Watson, G.F. IV, Weaven, S., Perkins, H., Sardana, D., & Palmatier, R.W. (2018). International market entry strategies: Relational, digital, and hybrid approaches. Journal of International Marketing, 26(1), 30-60.
Wiedersheim-Paul, F., Welch, L. & Olson, H. (1978). Pre-export activity: The first steps in internationalization. Journal of International Business Studies, 9(1), 47-58.
About the Guest Editors
G. Tomas M. Hult holds the Byington Endowed Chair and is professor at Michigan State University’s Eli Broad College of Business. He serves as the Executive Director of the Academy of International Business and Director of Michigan State University’s International Business Center, and is the President and a board member of the Sheth Foundation.
Constantine S. Katsikeas is the Arnold Ziff Research Chair and Professor of Marketing and International Management at Leeds University Business School (LUBS), University of Leeds. He is also the Director of Global and Strategic Marketing Research Centre at LUBS and serves as the Editor-in-Chief for Journal of International Marketing, Area Editor for JIBS, and Associate editor for Journal of the Academy of Marketing Science.
Saeed Samiee is the Collins Professor of Marketing and International Business at the University of Tulsa. He is an Area Editor for JIBS and Associate Editor for marketing and international business for Decision Sciences Journal. He is the recipient of the 2017 Significant Contributions to Global Marketing Award by the Global Marketing SIG of the American Marketing Association.
[i]A systematic survey of IM literature published in the top six IB/IM journals for the 1995-2015 period uncovered 1,722 published works (Leonidou, Katsikeas, Samiee, and Aykol 2017).
[ii]Estimates vary. For example, Samiee and Chabowski (2017) identified over 300 country-of-origin publications listed in the Web of Science database, whereas Lu et al. (2016) estimate the number of origin-related publications to exceed 600.
The journal Global Business and Organizational Excellence (GBOE), published by Wiley, is seeking new, practitioner-oriented papers related to various aspects of organizational excellence. It features case studies and applied research that
deal with innovative approaches to achieving an organizational advantage in a global setting.
Open access sample issue: https://onlinelibrary.wiley.com/toc/19322062/2018/37/2
Articles should feature initiatives that are mature enough to have demonstrated their effectiveness. Applied research articles based on primarily mathematical or statistical modeling are not suitable unless they clearly explain the practical
relevance of their findings.
If you wish to contribute an article to GBOE, please contact me directly ([log in to unmask]) or send me a draft of your article. Manuscripts should be 5,000-7,500 words long and submitted as Microsoft Word documents.
GBOE is indexed by SCOPUS (Elsevier), ABI/INFORM (ProQuest), and Business Source Complete (EBSCO), and is available throughout the world via Wiley Online library.
Chris Kimble | Academic Editor
Global Business and Organizational Excellence | A John Wiley & Sons publication
http://onlinelibrary.wiley.com/journal/10.1002/(ISSN)1932-2062
Call for Papers for a Special Issue of
Human Resource Management Review
Â
Human Resource Management in Asia
Guest Editors:
Professor Fang Lee Cooke, [log in to unmask], (Monash University, Australia)
Professor Randall Schuler, [log in to unmask], (Rutgers University, United States; University of Lucerne, Switzerland)
Professor Arup Varma [log in to unmask], (Loyola University Chicago, United States)
Â
Background and objectives of the Special Issue:
Human resource management (HRM) research has becoming increasingly decontexualised and positivist in recent years (Jackson, Schuler and Jiang, 2014; Meyer, 2014; Kaufman, 2015). A predominant research interest has been in identifying what types of HRM practices may elicit particular types of organisational behaviour (OB) that will minimise destructive behaviour (minimising harm) or optimise performance at individual, team and organisational levels (adding values). Many of these studies adopt a universalist approach, and are framed by ‘narrowly specified research questions’ and facilitated by ‘highly sophisticated research methodology’ (Meyer, 2014: 374). In parallel to this development, scholars have been calling for greater sensitivity to the context in organisational research (e.g., Child, 2009; Rousseau and Fried, 2001; Shapiro, Von Glinow and Xiao, 2007).Â
Despite strong research interest in the trends of convergence and divergence of HRM across the world (e.g., Budhwar, Varma and Patel, 2016; Mayrhofer, Brewster, Morley and Ledolter, 2011), extant studies suggest that HRM remains context-specific, underpinned by multi-level factors internal and external to the organisation (e.g., Al Ariss and Rowley and Benson, 2002; Brewster, Mayrhofer and Smale, 2016; Cooke, 2017). This means that globalisation has had only partial impact on national practices and that generic trends as well as particularistic characteristics may be found in national HRM systems and micro level practices, with different theoretical and management implications.
Asia is the most populated continent with diverse political regimes, institutional systems, historical traditions, cultural heritages, religious/spiritual norms, and stages of economic development. It not only hosts four of the largest economies in the world (China, Japan, South Korea and India), but also an increasing number of the indigenous firms in these states and others have been at the forefront of technological innovations, which are beginning to have profound impacts on new products and services. To compete and accelerate their growth, new forms of employment and modes of economic activities are emerging (e.g., sharing economy, platform organisation). Asia, with some exceptions, has a relatively young and increasingly well educated workforce, but is at the same time compounded by skill shortages, a considerable level of labour mobility through internal, cross-country and cross-border migration, and other HRM challenges (Cooke and Kim, 2018). What topics that been most researched in the Asian context? What have we learned in terms of theoretical developments and empirical insights? What may be the research gaps in the light of rapid technological and economic developments in Asia and its ascending role in the economic globalisation? While Asian scholarship has been emerging in the last decade following the call for more self-confidence from indigenous Asian scholars (e.g., Meyer, 2006), much of what has been published in top journals has been increasingly positivist, modelling, testing and extending western-developed theories. And while several books have already been written about Asian HRM systems (e.g., Varma and Budhwar, 2014; Cooke and Kim, 2018) our knowledge of these systems can be further informed by an updating, especially so for the rapidly developing economies of Asia. And we can also benefit by papers that focus on newer themes that are emerging in Asian economies.
This Special Issue aims to provide comprehensive reviews of particular HRM topics in the Asian context, take stock of the body of scholarship related to work in HRM in Asia, reveal research, conceptual and theoretical gaps and suggest avenues for future studies. Such a special issue is timely to reflect the body of scholarship on HRM in the Asian context, which consists of a relatively small, albeit growing, proportion of publications on HRM. Management research is often lagging behind management practices. Compared with developed European and North American economies, emerging economies like China and India, are less bounded by regulatory environment but are experiencing a period of high growth. Firms are deploying innovative practices to gain competitive advantage which may have profound implications for HRM theorisation. It is therefore important to capture and reflect on these developments through, for example, research studies that focus on the following themes.Â
Â
Themes for the Special Issue:
Below are some indicative thematic topics related to the Asian context that we would especially welcome for the special issue:
·      HRM, employee creativity and innovation
·      Talent management and mobility
·      Performance management and effects
·      Workplace inequality and diversity management
·      Technological innovation, management innovation and implications for HRM
·      (New) employment modes and implications for HRM
·      Cross-country comparative studies on particular HRM themes
·      Offshore outsourcing and implications for HRM
·      Multinational firms from Asia operating across the globe
·      Multinational firms operating in Asia
·      The role of leadership styles, culture and employee behaviours
·      Corporate social responsibility, employee wellbeing and resilience
Authors are invited to explore other themes beyond these that are relevant to the overall aim of the Special Issue. Consistent with HRMR’s scope, conceptual and theoretical papers are welcomed (not empirical).
Â
Submission Process:
Authors can submit their paper starting on October 1st 2018 to HRMR for review, but no later than the submission deadline of October 31st 2018. “Authors can submit their paper starting on October 1st 2018 but no later than the submission deadline of October 31st 2018 via the EVISE online submission system at https://www.evise.com/profile/#/HUMRES/login. To ensure that all manuscripts are correctly identified for consideration for this special issue, it is important that authors select ‘SI: HRM in Asia’ when they reach the “Article Type†step in the online submission process. All papers will be subject to the same double blind peer review process as regular issues of HRMR.
If you have questions about a potential submission, please feel free to contact one of the guest editors at the email addresses provided above.
Â
Â
References
Al Ariss, A. and Sidani, Y. (2016). Divergence, convergence, or crossvergence in international human resource management. Human Resource Management Review 26, 283–284.
Brewster, C., Mayrhofer, W. and Smale, A. (2016). Crossing the streams: HRM in multinational enterprises and comparative HRM. Human Resource Management Review, 26, 285–297.
Budhwar, P., Varma, A. and Patel, C. (2016). Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda. Human Resource Management Review, 26(4), 311–326.
Child, J. (2009). Context, comparison and methodology in Chinese management research.  Management and Organization Review, 5(1), 57–73.
Cooke, F. L. (2017). Concepts, contexts and mindsets: putting human resource management research in (Asia) perspectives. Human Resource Management Journal, https://doi.org/10.1111/1748-8583.12163.
Cooke, F. L. and Kim, S. H. (eds.) (2018), Human Resource Management in Asia, London: Routledge.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247.
Jackson, S., Schuler, R. and Jiang, K. (2014). An aspirational framework for strategic human resource management. Academy of Management Annals, 8(1), 1–56.
Kaufman, B. (2015). Evolution of strategic HRM as seen through two founding books: A 30th anniversary perspective on development of the field. Human Resource Management, 54(3), 389–407.
Mayrhofer, W., Brewster, B., Morley, M. and Ledolter, J. (2011). Hearing a different drummer? Convergence of human resource management in Europe — A longitudinal analysis. Human Resource Management Review, 21, 50–67.
Meyer, K. E. (2006). Asian management research needs more self-confidence. Asia Pacific Journal of Management, 23(2), 119–137.
Meyer, K. E. (2014). What the fox says, how the fox works: Deep contextualization as a source of new research agendas and theoretical insights. Management and Organization Review, 10(3), 373–380.
Rousseau, D.M. and Fried, Y. (2001). Location, location, location: contextualizing organizational research. Journal of Organizational Behavior, 22(1), 1–13.
Rowley, C. and Benson, J. (2002). Convergence and Divergence in Asian Human Resource Management. California Management Review, 44(2), 90–109.
Schuler, R.S., Jackson, S.E. and Sparrow, P. (2004-2008) Global HRM Series. Routledge: London.  https://www.routledge.com/Global-HRM/book-series/SE0692
Shapiro, D.L., Von Glinow, M.A. and Xiao Z. (2007). Toward polycontextually sensitive research methods. Management and Organization Review, 3(1), 129–152.
Varma, A. and P. Budhwar (2014). Managing Human Resources in Asia-Pacific. Routledge: London.
Wong, Y. H. (1998). The dynamics of guanxi in China. Singapore Management Review, 20(2), 25-42.
Â
Â
Dear AIB colleagues:
Please note our new book ODI from BRIC Countries: Firm-level Evidence. Authors: Valeria Gattai (University of Milan-Bicocca), Rajssa Mechelli (Catholic University of the Sacred Heart), Piergiovanna Natale (University of Milan-Bicocca). Palgrave 2018 https://link.springer.com/book/10.1007/978-3-319-97340-1
The book investigates the rise in outward direct investment (ODI) from four emerging economies, Brazil, Russia, India and China (BRIC). Over the last two decades, these countries have transformed from recipients of foreign direct investment (FDI) into important international investors. The book explores the reasons behind the impressive surge in ODI from developing economies, and examines the characteristics of firms within BRIC countries by creating and testing a conceptual framework. Addressing the need for a greater understanding of aggregated ODI patterns, the book focuses on the different types of ODI being employed by firms within BRIC countries, covering details such as destinations and foreign ownership structures.
Thanks,
P. Natale
___________________________________________
Dr. Piergiovanna Natale
Professor of Economics
Department of Economics, Management and Statistics
University of Milan-Bicocca
Piazza dell’Ateneo Nuovo 1
20126 Milano (Italy)
E: [log in to unmask]Dear Colleagues
I would like to inform you that the International Journal of Export Marketing (IJEXPORTM), Vol. 2, No. 2, 2018
will be published soon. Its contents is included in the web page above.
I welcome you to send your papers on exporting and other IB sub-areas to IJEXPORTM. A team of professors is
ready to provide its constructive comments to Improve and publish your papers in IJEXPORTM.
IJEXPORTM will be in the emerging list of Web of Science next year. Do not hesitate to send your paper to this outlet.
Best regards
Dr Dafnis N. Coudounaris (Fellow EMAB, Board of Governors of GIKA, Editorial Review Board of JBR)
Professor of Innovation Management (Associate)
School of Economics and Business Administration
University of Tartu
Tartu, Estonia
Email:
[log in to unmask]
Mob: +37258339575 or +35796572295
Researchgate’s web page:
https://www.researchgate.net/profile/Dafnis_Coudounaris
Google Scholar Citations:
https://scholar.google.com/citations?user=mvA7KZsAAAAJ&hl=en
Editor in Chief of International Journal of Export Marketing
http://www.inderscience.com/jhome.php?jcode=ijexportm
[log in to unmask]" alt="cid:[log in to unmask]">
Nordic IB & EM Conference 2018:
Conference Link for submissions:
https://www.conftool.org/nib-em-2018
Conference website:
https://sisu.ut.ee/nibemconference?lang=en#
Conference email:
[log in to unmask]
[log in to unmask]" alt="400dpiLogoCropped">
[log in to unmask]" alt="cid:[log in to unmask]">
*Apologies for cross-posting*
Dear colleagues,We would like to draw your attention to the following call for papers on Research Paradigms in International Human Resource Management and invite you to send us your ideas and submissions. We look forward to hearing from you.
Kind regards,
Jaime Bonache and Marion Festing
(formerly Zeitschrift für Personalforschung)
Â
Call for Papers
Special Issue:
Research Paradigms in
International Human Resource ManagementÂ
Special Issue Editors:
Jaime Bonache, Universidad Carlos III de Madrid (Spain), Department of Business Administration
Marion Festing, ESCP Europe, Chair of Human Resource Management and Intercultural Leadership, Berlin (Germany)
Â
Submission deadline (extended abstracts): October 31st, 2018
Expected date of publication: February 2020
Â
This Special Issue of the German Journal of Human Resource Management (GHRM) sets out to clarify accepted research methods in the field of internaÂtional human resource management (IHRM). Over the past 30 years this field has become increasingly significant in human resource management (HRM) (Dowling et al., 2017; Schuler et al., 2002; Stahl et al., 2012). This is largely because of the impact of globaliÂzation on busiÂness, requiring many firms to deal with countless global human resources problems (Sparrow et al., 2017), such as management of employees’ global mobility (Caligiuri and Bonache, 2016; McNulty and Brewster, 2017) and the local adaptation and global integration of personnel policies in multinational organizations (Festing and Eidems, 2011; Taylor et al., 1996). Partly associated with this discussion are also the mechaÂnisms for transferring HRM practices and knowledge through a firm’s international network (Björkman and Lervik, 2007; Kostova and Roth, 2002; Morris et al., 2006), comparative HRM (Brewster et al., 2018) and the (inter-)cultural dimension of HRM (Gerhart and Fang, 2005). Abundant research has produced numerous handbooks, higher education courses and dedicated journals. So it is surprising how difficult it is to find studies that shed light on, or even simply address, the different research paraÂdigms that may be adopted in the field of IHRM.
We use the term “research paradigm†according to the meaning given it by Thomas Kuhn (1962). It refers to the fundamental assumptions that members of a given scienÂtific community share at a given time regarding a number of key research issues, including which problems are most pertinent, what the appropriate methods are, what an acceptable solution of the problems would look like and so on. Understood like this, we then have different options to classify research paradigms. We might speak of a nominalist paradigm as opposed to an essentialist one (Popper, 1944), a mathematical thought or paradigm compared to another conceptual one (Heidegger, 1954, 1968) or the positivist paradigm versus the interpretive one (Lee, 1991). This last pair of opposing paradigms is the most widespread in management studies (Mantere and Ketokivi, 2013) which could make it the easiest one to apply to IHRM.
For this Special Issue of the GHRM we call for papers from scholars that illustrate or reflect upon the roles played by research paradigms in IHRM: the type of research questions asked, the role of theory, methods for gathering and analyzing data and other more pragmatic aspects that influence scholars’ professional careers (e.g. impact, citations and difficulties in publishing).
We are particularly interested in submissions that focus on two key topics: studies on the various ways of conducting research in IHRM along with the conceptual and methodological challenges faced, and papers that illustrate the application of a specific research paradigm (e.g. a positivist, interpretive or critical view). We would therefore welcome submissions that are conceptual, empirical (quantitative or qualitaÂtive, or both, and if qualitative, positivist or interpretive) or methodological in nature. So the focus of the papers may include, but not be limited to, the following:
- Research strategies and methodological and conceptual challenges in IHRM. Which epistemological positions and research methods are the most widely applied and most representative of IHRM? What are the strengths and challenges inherent in choosing these epistemological positions and research methods? What topics and questions are the most (and least) studied? What issues do researchers face when designing studies as well as gathering and analyzing data? What skills are required? How can the quality of contributions be assessed? What role do citations play? What impact does the choice of a certain research paradigm have on an academic career?
- Theoretical frameworks in IHRM. What is understood by theory in IHRM? Does the notion of theory vary depending on the epistemological framework and the research paradigm? What theoretical perspectives exist within this ambit, and what influence do they have? Which areas are most in need of a theoretical framework?
- Exemplary applications in IHRM research. Examples of how research is to be designed, structured and justified according to the research paradigm used. This may include positivist quantitative studies, qualitative examples or both, as well as interpretive studies of the qualitative methodology.
Â
The aim of this Special Issue of the GHRM is to clarify the different ways of conducting research in IHRM, and to introduce frameworks to enable students and researchers to find their bearings in what up until now has been unexplored territory.
Submissions
In order to be considered for publication in this Special Issue of the GHRM, an extended abstract of 1,500-1,800 words (or a preliminary paper) should be submitted by October 31st, 2018. The editors will decide on invitations for full papers, sending feedback to the authors by December 18th, 2018. Full manuscripts (max. 10,000 words) must be submitted by April 30th, 2019. The manuscripts will undergo a double-blind review process. FeedÂback from the editors, based on the reviews, can be expected by July 15th, 2019.
Finalised papers will be due on September 30th, 2019. The Special Issue’s expected publication date is February 2020.
Abstracts and full papers should be written in English and submitted via https://mc.manuscriptcentral.com/ghrm. The submission guidelines of the GHRM can be found on http://journals.sagepub.com/home/GJH. Submitted papers must be unpublished and not submitted to other journals.
Â
The German Journal of Human Resource Management (GHRM)
The GHRM is an international journal concerned with advancing the study of HRM. It has a strong reputation as a dedicated academic journal open to high-quality research on all aspects of HRM. The journal is available via its publisher SAGE worldwide http://journals.sagepub.com/home/GJH and has a high download usage and short production cycles. The GHRM is ranked in category 2 by the ABS journal quality list.
Â
Editors of the Special Issue
Jaime Bonache is Professor of Management at Carlos III University of Madrid (Spain). He holds a PhD in Management from UAM (Madrid, Spain) and an MA in Philosophy from Carleton University (Ottawa, Canada). He has also been Full Professor of InterÂnational Human Resource Management at Cranfield School of Management (United Kingdom). His research interests include expatriation and global mobility, international compensation and epistemology and research methods. His work has been published in a number of journals, including Journal of World Business, Journal of Organizational Behavior, International Journal of Human Resource Management, Organization Studies, Human Resource Management, Journal of Business Ethics and Human Resource Management Review.
Marion Festing (PhD, University of Paderborn, Germany) is Professor of Human Resource Management and Intercultural Leadership at ESCP Europe (Germany). Her research interest is in IHRM with a special emphasis on careers, rewards and talent management in various institutional and cultural contexts. Her work has been published in international journals, including the German Journal of Human Resource ManageÂment, Human Resource Management, International Journal of Human Resource Management, Human Resource Management Review, Academy of Management Perspectives, Journal of World Business and Management International Review. She has coauthored a textbook on International Human Resource Management (7th edn, Andover 2017) together with P.J. Dowling and A.D. Engle.
References
Björkman I and Lervik JE (2007) Transferring HR practices within multinational corpoÂrations. Human Resource Management Journal 17(4): 320–335.
Dowling PJ, Festing M and Engle AD (2017) International Human Resource ManageÂment, 7th edn. Andover, UK: Cengage Learning EMEA.
Brewster C, Farndale E, Mayrhofer W and Farndale E (eds) (2018) Handbook of Research on ComparaÂtive Human Resource Management, 2nd edn. Cheltenham: Edward Elgar.
Festing M and Eidems J (2011) A process perspective on transnational HRM systems – A dynamic capability-based analysis. Human Resource Management Review 21(3): 162–173.
Gerhart B and Fang M (2005) National culture and human resource management: Assumptions and evidence. International Journal of Human Resource Management 16(6): 971−986.
Heidegger M (1968) What Is Called Thinking? A Translation of Wieck FD and Gray JG (1954) Was heißt Denken? New York: Harper.
Kostova T and Roth K (2002) Adoption of an organizational practice by subsidiaries of multinaÂtional corporations: Institutional and relational effects. Academy of Management Journal 45(1): 215−233.
Kuhn TS (1962) The Structure of Scientific Revolutions. Chicago: University of Chicago Press.
Lee AS (1991) Integrating positivist and interpretive approaches to organizational research. Organization Science 2(4): 342−365.
McNulty Y and Brewster C (2017) Theorizing the meaning(s) of expatriate: Establishing boundary conditions for business expatriates. International Journal of Human Resource Management 28(1): 27−61.
Morris SS, Snell SA and Wright PM (2006) A resource-based view of international human resources: Toward a framework of integrative and creative capabilities. In: Stahl GK and Björkman I (eds) Handbook of Research in International Human Resource ManageÂment. Cheltenham: Edward Elgar, 433−448.
Popper K (1944) The poverty of historicism I. Economica 11(42): 86−103.
Mantere S and Ketokivi M (2013) Reasoning in organization science. Academy of Management Review 38(1): 70−89.
Schuler RS, Budhwar PS and Florkowski GW (2002) International human resource manageÂment: Review and critique. International Journal of Management Reviews 4(1): 41−70.
Sparrow P, Brewster C and Chung C (2017) Globalizing Human Resource ManageÂment, 2nd edn. London, New York: Routledge.
Stahl GK, Björkman I and Morris S (eds) (2012) Handbook of Research in International Human Resource Management. Cheltenham: Edward Elgar.
Taylor S, Beechler S and Napier N (1996) Toward an integrative model of strategic international human resource management. Academy of Management Review 21(4): 959−985.
Prof. Dr. Marion Festing
Chair of Human Resource Management and Intercultural LeadershipRenault Chair of Intercultural ManagementAcademic Director of the Talent Management Institute (TMI)Academic Director of the Excellence Centre for Intercultural Management (CIM)-----------------
[log in to unmask] | Chair | Renault Chair | TMI | CIM | ResearchGate | LinkedInT +49 (30) 32 007-153 - F +49 (30) 32 007-109Personal Assistant: Michael Volk | T +49 (30) 32 007-171ESCP Europe Berlin Campus, Heubnerweg 8-10, 14059 Berlin, Germany
New book available
Book title: The Economic Crisis and its Aftermath in the Nordic
and Baltic Countries - Do As We Say and Not As We Do
Author:
Dr. Hilmar Þór Hilmarsson, Professor (University of Akureyri, Iceland)
Publisher:
Routledge Taylor & Francis Group
https://www.amazon.co.uk/Economic-Crisis-Aftermath-Nordic-Countries/dp/1857439643
Series:
Europa Economic Perspectives
Language: English
Status:
Available
Book Description
The Nordic-Baltic region has become highly integrated. The Nordic countries have been successful in balancing competitiveness and economic growth with social
inclusiveness, while the Baltic States have grown economically but remain vulnerable with weak social systems and highly unequal income distribution. European Union (EU) membership and inter-linkages with the continental Nordic banking systems appear to have
affected the 2008/09 crisis response of the Baltic States.
In spite of their strengths, including their social systems, continental Nordic states are faced with a challenging mix of large, cross-border banks and highly
indebted households at a time of rather weak global growth. The Baltic States are challenged by slow economic growth post-crisis, security concerns, and large-scale outward migration of the youngest and most highly educated people.
It is now a decade since the Baltic States were hit by the global crisis. It is time to take stock of their progress and assess their relations with other countries
in the region and with the EU. This book focuses on the Baltics and their Nordic partners pre- and post-crisis: successes, failures, lessons learned, and future challenges, examining and comparing the crisis response of these various small states that enjoy
different income levels, operate different welfare and tax systems, and seek different levels of integration with the EU.
Contents
1. How did the Nordic countries and the Baltic States respond to the 2008 global crisis and what are the economic and social post crisis results? 2.
How did the banking, investment and trade linkages affect the crisis response in the Nordic and the Baltic region? 3. How did the Baltic States respond to the 2008 crisis as compared to the crisis response in Finland and Sweden in the 1990s? 4. How have the
welfare and tax systems in the Baltic States developed in recent years as compared to the Nordic welfare systems? 5. How are the austerity programs implemented in the Baltic States, and the associated human costs, likely to affect long term growth potential
in the Baltic States? 6. What are the opportunities and the challenges of economic integration in the Nordic Baltic region given the different level involvement of those countries in EU institutions and systems, including financial sector integration?
About the Author
Hilmar Þór Hilmarsson is a Professor at the University of Akureyri, School of Business and Science, Iceland, where he teaches courses on international
business and macroeconomics. He received his cand. oecon. degree in Economics from the University of Iceland in 1987, an MA in Economics from New York University in 1989, and a PhD in public administration and economic development from the American University
in Washington, DC in 1992. He served as a Specialist and Coordinator with the World Bank Group in Washington, DC from 1990 to 1995, at the World Bank office in Riga from 1999 to 2003 and the World Bank office in Hanoi from 2003 to 2006. From 1995 to 1999 he
served as a Special Advisor to the Minister for Foreign Affairs in Iceland. Dr Hilmarsson has published over 70 scholarly articles and book chapters and has lectured and made presentations at more than 30 universities in Europe and the USA, including the American
University in Washington, DC, Aalborg University, Cornell University, Georgetown University, the Stockholm School of Economics, the University of California Berkeley, the University of California Los Angeles, the University of Latvia, the University of Mauritius,
the University of Porto, the University of Tartu, the University of Washington, Vytautas Magnus University, the University of York, and Yale University. He has travelled to about 60 countries.
Professor Hilmarsson has held visiting appointments at several top universities in the USA and Europe. He was a Visiting Professor at the Stockholm
School of Economics during the fall semester 2013, a Visiting Scholar at the University of Washington in Seattle in the spring semester 2014, a Visiting Professor at Cornell University during the fall semester 2015, a Visiting Scholar at the University of
California, Berkeley during the fall semester 2016 and a Visiting Scholar at the University of Cambridge during the fall semester 2017.
Hilmar Þór Hilmarsson, Ph.D.
Professor, School of Business and Science
University of Akureyri/Háskólinn á Akureyri
Solborg, Nordurslod, 600 Akureyri, Iceland
tel:+354 460 8620 | mobile:+
354 849 8380
e-mail: [log in to unmask] |
www.unak.is
[log in to unmask]" alt="ha">
Dear Colleagues,
We are seeking a few more full chapters for the proposed edited volume titled
Business Transformation in Data Driven Societies, to be published by Palgrave Macmillan.
The full chapter submission deadline is going to be over soon, but we are likely to run short of a critical minimum number of high quality manuscripts.
In case any of you have finished chapters that align with the broad theme of this book, kindly consider submitting at the earliest, via email.
The original call for papers is appended below.
Kind regards,
---------------------
Babu George, PhD, DBA, IEM (Harvard)
Associate Professor, Coordinator of International Programs
Robbins College of Business and Entrepreneurship
Fort Hays State University, Hays, Kansas - 67601, USA
Phone: 01.785.628.4778
Skype: babu-george
Visit me on
LinkedIn
Visit me on
Google Scholar
Business Transformation in Data Driven Societies
Publisher: Palgrave – MacMillan
Editors:
Babu George, Fort Hays State University, USA
Email:
[log in to unmask]
Justin Paul, University of Puerto Rico, USA
Email:
[log in to unmask]
Submission Deadline:
Abstract: June 30, 2018
Full Chapter: September 30, 2018
Submit your chapter proposals to either of the editors, by email.
Indicative Chapters
(Authors are encouraged to explore other areas)
Chapter 1: The new logic of digital business
The new era inaugurated by digital 2.0 technologies created a discontinuity and a fundamental shift in our ideas of business and society. Fundamental concepts
that constituted the definitional parameters of business are undergoing a re-definition process. This chapter will identify and distinguish the driving forces that make radical shifts in our society and businesses possible.
Chapter 2: Digital wealth: Buying, selling and the digital social economy
Current level of development of digital technologies offer new possibilities of thinking and doing. Man has always been a social animal but wealth and its transfer
could not have been embedded into the social relations until very recently. Digital currencies like bitcoins decentralized wealth from the clutches of the central banks and the nation states. Barter system is making a new homecoming.
Chapter 3: Technology driven organizations and governance mechanisms
E-governance has replaced many traditional structures in governance. It has made decision making quicker and qualitatively better. Organizations can now run
on autopilot, except when major game changes are required. This also changes the role of people in organizations.
Chapter 4: Promises and pitfalls of the big data for businesses
Big data offers the promise of data driven decision making and change management. It has helped us identify subtle trends and relationships among key variables.
Yet, our increasing reliance upon big data results in the sidetracking of morals and meaning from the equations. Also, big data cannot effectively identify the microlevel nuances impacting grassroot levels – be it in organizations or in the civil society.
The massive surge of data analytics as a profession is fueled by our need to tie everything to measurable data. If data science does not grow up enough to reveal the ‘truth beyond data’, many futurists believe we will be faced with stale robotic existence.
Chapter 5: Knowledge creation and dissemination in networked organizations
Isolated people sitting in different corners of the world but working together virtually as a team was unimaginable until recently. Geography is no longer a
barrier. So also are traditional hierarchy built around mechanical principles: seamless cooperation and collaboration across organizations mean greater chances to synergize organizational resources. The inclusive process of knowledge creation and free flow
of knowledge together could make our organizations significantly more responsive to stakeholder expectations and environmental cues.
Chapter 6: Strategy, value creation, and leadership in knowledge centric businesses
Strategy is traditionally distinguished from tactics and operations, in terms of time span and decisional level in the organizational hierarchy. In the flat
and fluid organizations in the networked economy, these distinctions have blurred away. The idea of leadership is not anymore tied to hierarchy and structure. Knowledge leaders are a new breed.
Chapter 7: Understanding consumer behavior in technology mediated spaces
Knowledge has gained predominantly as a factor in contemporary consumption. Consumers are eager to be part of the knowledge sharing process – they co-create
what they consume. In many situations, the boundaries between the buyers and the sellers are now permeant. Also, since most of the purchases are made online, it is vital to provide these consumers sensory experiences as close to what they would get while visiting
brick and mortar shops. There is huge scope for innovation in this area. The increased choices online imply reduced loyalty. Cut throat competition also means reduced product lifecycles. The existence of abundant online spaces for consumer activism means increased
need for investing in CRM activities. Corporations use a blend of focused primary research and big data analysis to gain key insights about consumers and markets. It is interesting to observe the challenges and solutions in digital marketing, as they evolve.
Chapter 8: Robotics, artificial intelligence, and the evolving nature of work
Will people work in the future? No, especially if we continue to define work the way we do it now. Are we ready for the new kind of work? What characteristics
will define human workers and how will these be able to give them a competitive advantage over the robots? Will artificial intelligence evolve to the extent of making humans entirely replaceable in the workplace? These are but a sample from the cross section
of the questions that futurists pose.
Chapter 9: Digital revolution, disruptive technologies, and the dissemination of innovations
The digital technologies have made innovations happen in unexpected corners of the world. Also, innovations have become more democratic and decentralized thanks
to the ‘networked brains’ behind many of these innovations. The dissemination of innovations now happens at pace hither to unimaginable – actually, many new product launches now happen in the peripheral corners of the world, even before people in the developed
countries get to buy them. Digital technology integration into more traditional products means there is potential for disruption there, too. Overall, digital technologies are enablers of disruption in every aspect of life.
Chapter 10: Digital crimes and how to contain them
With people spending significant portions of their lives online, criminals too migrated to the cyberspace. Digital crimes do not end in financial fraud and
malpractices. People’s physical safety and security could seriously be compromised, too. So also are intrusions into the privacy of individuals. Dealing with cybercriminals need new tactics and tools – many law enforcement departments are at the trailing edge
of the curve in this regard. Given this, community policing has found a new reason for existence. Nonprofits and private sector corporations have taken the lead over government agencies in cyber defence – which, many consider to be problematic.
Chapter 11: The digital have-nots and outcastes: Inclusiveness as a developmental priority
On the one hand, we have some evidence to support the claim that the digital revolution has helped us improve the overall standard of living, around the world.
On the other hand, constant disruptions in the technology sphere need individuals and societies to pace up relentlessly. The digital divide is stark in certain regions of the world and also in certain demographic groups. Governments and the civil society have
to come up with ways and means to bring the digital have-nots up to speed. This could be achieved by means of a combination of education, training, and other incentives. The private sector’s role in this regard should be examined more, too.
Chapter 12: Future directions for businesses: Learning from the history of technologies
Mankind has used technologies ever since the dawn of civilizations. Most often, technologies have helped us advance – or, advances in technologies reflect our
quest for leading better lives. However, there are also waypoints in our technological development wherein we made mistakes. Certain technologies not just failed, but also failed us. It is important to learn from these mistakes, as we design our future societies
around a new set of technologies.
Dear colleagues,
We want to announce our three new publications:
Motivating SMEs to Cooperate and Internationalize: A Dynamic Perspective was edited by George Tesar and Zsuzsanna Vincze. It is published by Routledge in New York and copyrighted in 2017. The publication has four major parts: (1) Entrepreneurial action, (2) Managerial aspects of SMEs, (3) Industrial network development, and (4) Internationalization. The publication consists of a series of research studies and cases, mostly from Scandinavia. The book was dedicated to Professor Håkan Boter who recently retired from Umeå University in northern Sweden.
Mapping Managerial Implications of Green Strategy: A Framework for Sustainable Innovation was authored by George Tesar, Hamid Moini, and Olav Jull Sørensen. It is published by World Scientific and copyrighted 2018. The book represents a seminal work for managers of smaller manufacturing enterprises in their efforts to commit to green strategy on a micro level. The book is based on a research project conducted at Aalborg University in Denmark and the University of Wisconsin-Whitewater. The content is as follows: (1) Introduction to managerial implications of green strategy, (2) Commitment to green strategy and external factors, (3) Enterprise action, marketing management, and green marketing strategies, (4) Marketing strategies for green issues, (5) Financial analysis of green projects, (6) Competitive positioning subject to green marketing strategies, (7) Emerging green concerns and Managers of smaller manufacturing enterprises, (8) International implications of green strategies and consumption behavior, and (9) Integration. A list of additional resources for green strategies are listed for further research.
Marketing Management in Africa was edited by George Tesar, Steven W, Anderson, Hassimi Traoré, and Jens Graff. It is published by Routledge in New York and copyrighted 2018. The publication is the second in a series on Africa by Routledge. The publication has two parts of several sections each. Part I: Environmental Issues and Macro Marketing has two sections--Section A: Environment and Section B: Marketing. Part II: Macro Marketing has three sections—Section A: Finance, Section B: Consumption, and Section C: Agriculture. The publication includes an extensive introduction to and integration of all the topics. A list of relevant webpages is also included.
Additional information about the publications are available on the publishers’ websites and via commercial book sellers.
For further information George Tesar can be reached at [log in to unmask]
George Tesar, Ph.D.
Professor Emeritus
Umea University (Sweden)
University of Wisconsin-Whitewater
***Apologies for cross-postings***
These new articles for the Journal of Global Mobility are available online:
International academic mobility and innovation: a literature review
Paulette Siekierski, Manolita Correia Lima, Felipe Mendes Borini, Rafael Morais Pereira
Expatriated dual-career partners: hope and disillusionment
Agnieszka Kierner
High-skilled female immigrants: career strategies and experiences
Saba Colakoglu, Dilek G. Yunlu, Gamze Arman
Jan
Journal of Global Mobility (JGM)
www.emeraldinsight.com/jgm.htm
Department of Management, Aarhus University
New Book: McNulty, Y. & Selmer J. (Eds.) (2017),
Research Handbook of Expatriates. Cheltenham, UK: Edward Elgar.
Electronic version
New Article: Lauring, J., Selmer, J. & Kubovcikova, A. (2017), "Personality in Context: Effective Traits for Expatriate Managers at Different Levels", International Journal of Human Resource Managament. Download