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- China and India are two old cultures of the world
- China and India are the two most populous emerging markets
- China and India boast numerous innovative firms and business savvy entrepreneurs
- Chinese and Indian firms are actively internationalizing into other markets
- Western multinationals constantly get inspirations through working with China and India
Emerging-market
firms have played a major role, in the recent decades. The array of
such firms going abroad has broadened in the last decade (Aulakh, Kotabe
& Teegen, 2000; Kotabe, Jiang & Murray, 2011; Kotabe &
Kothari, 2016). In this context, the competitiveness of firms becomes an
important issue in the academic field as well as in the industry
circle. For example, as late-comers to the global-market scene, Chinese
or Indian firms need to overcome several obstacles to their growth and
internationalization such as liability of foreignness, scarce firm
resources, often unfavorable business conditions at home and negative
country-of-origin associations by the customers in developed markets.
Therefore, studies exploring new models or theories or focusing on
theoretical extension based on recently developed and emerging theories
in the context of emerging market firms would be welcomed, following the
calls from prior researchers (Rugman and Oh 2012; Paul & Benito,
2018) called for new thinking to formulate business strategy to
supplement the conventional focus of the country.
It’s important
to understand political, cultural, legal, economic and geographic
factors affecting businesses in those countries. Redding and Witt (2006)
described the state-owned enterprise system in China as a particular
business system and view it as a tray of loose sand. Redding and Witt
(2007) explored the choices and chances of Chinese capitalism exploring
the role and the future of capitalism. On the other hand, Fang (2012)
developed a Yin Yang perspective to understand Chinese culture. Paul
(2015) analyzed the impact of World Trade Organization (WTO) in China
and India, comparing exports, imports and FDI in those countries and
found that China’s achieved success even before joining the WTO and the
country is beyond WTO.
With this background, this special issue
promises to integrate different aspects that might have influenced the
growth strategies, and management of firms from China and India. This is
a call for papers examining what is new in Chinese and Indian business.
1.What
is new about our understanding of business in China and India? In other
words, what do we now view distinctly differently than in the past
(e.g., new ways of analyzing, interpreting, and new theories)?
2.What
is new about the international business of Chinese and India firms? How
have businesses adapted to trends such as globalization, a shrinking
domestic workforce, and digitalization?
3.What are the new
drivers of success for small, medium and large enterprises in and from
China and India in international business?
4.What are the old and
new micro and macro factors from the home country that influence the
success or failure of multinational enterprises from China and India?
What are the similarities and difference of their business models?
5.What
institutional constraints and liability of foreignness do for firms
from countries such as China and India in their efforts to create global
economic footprint?
6. Are the process, path, pace and pattern
of firms from China and India different? What are the strategies
required for firms from developing countries to create sustainable
competitive advantage in the long run?
7. Do national culture and corporate (organizational) culture influence the success or failure of of firms from those markets?
8.
What are the old and new foreign market entry and establishment modes
of Chinese and Indian firms? How is home country context linked to entry
mode choice?
9. Do cultural, administrative, geographic and
economic distances matter as far as MNEs from China and India are
concerned? Do the internationalization strategies of Chinese firms
differ from Indian firms?
10. What differences impact the
competitiveness of firms from developed countries while doing business
in China or India? Which differences result in firm behavior that
impacts the host countries in significant and novel ways?
11. How
are the factors influencing the competitiveness of firms? Innovation,
technology, strategy? What are their antecedents, and consequences?
12.
What are the new and novel paradigms in different areas such as Global
outsourcing of services to India, outsourcing/licensing/joint ventures
in the manufacturing sector in China?
14. Are there novel /unique
models that will help firms and researchers to succeed in those fastest
growing markets? If not, how do you fill the gaps by developing
innovative framework/model?
15.What are the cultural roots of creativity and innovation in China and India? Similarities and differences?
16- How to understand Chinese and Indian firms’ approaches to innovation in international business?
17- What can we learn from China and India in terms of innovation and entrepreneurship?
The
scope of this Special Issue is immense as there are thousands of
researchers worldwide actively engaged in research dealing with
international business practices, processes and strategies in China and
India. The SI would cover several topics, with the focus on (but not
limited to)
* The factors which influence the success or failure of firms in and from China and India.
* Similarities and difference of their business models in this competitive era.
* Exports, Imports and Regional trade agreements in the context of CHINA and INDIA.
* Chinese and Indian Industries in the WTO era.
* Institutional constraints and liability of foreignness of firms from as China and India.
* Appropriate strategies required for firms from China and India to create sustainable competitive advantage.
* Role of national culture and corporate (organizational) culture.
* FDI in China and India.
* Foreign market entry and establishment modes of firms from China and India.
* Negotiation Process/Style for foreign firms to succeed in China and India.
* Process of building Networks- guanxi- in those countries.
* Public versus Private sector in China and India.
* Intellectual Property Rights and Implications in China and India
Aulakh,
P. S., Kotabe, M and Teegen H (2000), Export Strategies and Performance
of Firms from Emerging Economies: Evidence from Latin America, Academy
of Management Journal, 43 (3), 2000, 342-361.
Chang, J. (2007).
International expansion path, speed, product diversification and
performance among emerging-market MNEs: evidence from Asia-Pacific
multinational companies. Asian Business & Management, 6(4), 331-353.
Fang, T. (2012). Yin Yang: A new perspective on culture. Management and organization Review, 8(1), 25-50.
Gao,
M. H. (2013). Culture determines business models: Analyzing home
depot's failure case in China for international retailers from a
communication perspective. Thunderbird International Business Review,
55(2), 173-191.
Ghauri, P., & Fang, T. (2001). Negotiating
with the Chinese: A socio-cultural analysis. Journal of World Business,
36(3), 303-325.
Keupp, M. M., & Gassmann, O. (2009). The past
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Kotabe, M.
and Kothari, T. (2016). Emerging market multinational companies’
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Luo, Y., & Tung, R. L. (2018). A general theory of
springboard MNEs. Journal of International Business Studies, 49(2),
129-152.
Luo, Y., & Tung, R. L. (2007). International
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Journal of International Business studies.
Narula, R. &
Dunning, J.H. (2009). Multinational enterprises, Development and
Globalization- Some clarifications and a research agenda, Oxford
Development Studies, 38 (3), 263-287.
Osawa, T. (2003). Japan in
an institutional quagmire. International business to the Resque? Journal
of International Management. 9 (3). 219-235.
Paul, J., &
Gupta, P. (2014). Process and intensity of internationalization of IT
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594-603.
Paul, J. (2015). Does WTO increase Trade and causes convergence? The International Trade Journal, 29 (4), 291-308.
Paul,
J., & Shrivastava.A (2016). Do young managers in a developing
country have stronger entrepreneurial intentions? International Business
Review, 25 (6), 1197-1210.
Paul, J., Parthasarathy, S, &
Gupta, P. (2017). Exporting Challenges of SMEs: A Review and Research
Agenda. Journal of World Business. 52(3), 327-342.
Paul, J.,
& Mas, E. (2016). The Emergence of China and India in the Global
market. Journal of East-West Business, 22(1), 28-50.
Paul, J.,
& Benito, G. R. (2018). A review of research on outward foreign
direct investment from emerging countries, including China: what do we
know, how do we know and where should we be heading? Asia Pacific
Business Review, 24(1), 90-115.
Redding, G., & Witt, M. A.
(2006). The ‘tray of loose sand’: A thick description of the state-owned
enterprise sector of China seen as a business system. Asian Business
& Management, 5(1), 87-112.
Redding, S. G., & Witt, M. A. (2007). The future of Chinese capitalism: Choices and chances. Oxford University Press.
Rugman,
A. M., & Oh, C. H. (2013). Why the home region matters: location
and regional multinationals. British Journal of Management, 24(4),
463-479.
Taras, V., Rowney, J., & Steel, P. (2009). Half a
century of measuring culture: Review of approaches, challenges, and
limitations based on the analysis of 121 instruments for quantifying
culture. Journal of International Management, 15(4), 357-373.
Teagarden,
M. B., & Schotter, A. (2013). Leveraging intellectual capital in
innovation networks: Growing, sharing and exploiting Mindshare.
Organizational Dynamics, 42(4), 281-289.
Terjesen, S., Hessels,
J., & Li, D. 2013. Comparative international entrepreneurship: A
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L. S., Benito, G. R., & Petersen, B. (2008). Foreign operation
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Best Regards, |