Special Issue of the Journal of International Business Studies







Special Issue Editors:


*         V. Kumar (Indian School of Business, India, [log in to unmask]
<mailto:[log in to unmask]> ) 

*         Saeed Samiee (Tulsa University, USA,  <mailto:[log in to unmask]>
[log in to unmask])

*         Bettina Cornwell, University of Oregon, USA,
<mailto:[log in to unmask]> [log in to unmask])

*         Constantine Katsikeas, University of Leeds, UK,
<mailto:[log in to unmask]> [log in to unmask])


Deadline for submission: July 30, 2021




The focus of this Special Issue is on Business Model Innovations (BMI) in a
Disruptive Global Environment, from an International Marketing perspective.
This call invites manuscripts dealing with a wide range of topics that fall
into BMI across firms (including firms' responses to the need of the time)
and across geographies, and that are shaping the BMI literature.
International Business (IB) is inherently a multidisciplinary field and this
call for papers emphasizes BMI through the marketing lens in the context of
the global business environment. Further, the world has been facing a
constant challenge in the form of disruptive business environments.
Disruptions are taking the form of new technologies, new data, health
pandemics, new markets (developed vs emerging), unexpected impacts of
cultural and economic differences, new distribution channels, new
competitive structures, infrastructure redesign, new products/services, and
changes in buyer-supplier relationships that create new or transformed
business processes, and new business models.  Thus, the focus of this
special issue is at the intersection of business model innovations and the
disruptive environment in the context of a globalizing business arena.


Many globally oriented businesses follow processes whereby developed market
firms do business in emerging markets, capitalize on the innovative
potential therein, reap the benefits (and sometimes costs) of bringing
reverse innovations back to developed markets, and, finally, continually
refine and optimize their innovation strategies (Kumar  <> & Srivastava,
2020, Papanastassiou, Pearce, & Zanfei, 2020). Moreover, emerging market
multinational enterprises (EMNEs) are changing business processes to
overcome difficulties and extending their footprints in developed markets.
Across diverse emerging economies such as Brazil, China, and India, firms
have had to contend with large-scale changes in consumer preferences as the
direct result of technological and sociocultural upheavals (Leonidou,
Katsikeas, Samiee,  <> & Aykol, 2018). In the wake of these developments,
the innovation potential of emerging markets has never been more promising,
and the need for the marketing discipline needed to address the managerial
realities of marketing in emerging economies has never been greater (Kumar,
2014 <> ). Consequently, the responsibility of marketing researchers and
academics to pave the way for a new and more comprehensive understanding of
emerging market contexts has become more pressing in recent years. With an
increasing number of MNEs seeking to do business in emerging economies, the
stakeholders who stand to benefit from such an updated understanding are
manifold. Examples of business model innovations include Base-of-Pyramid
(BoP) innovation processes (Sinkovics, Sinkovics,  <> & Yamin, 2014),
Grassroots Innovation (GRI) processes (Gupta, 2019 <> ), Corporate Social
Responsibility (CSR) strategies, and the role of employees in open
innovation. Business model innovation can also include changes in design of
buyer-supplier relationships, changes in the value chain, changes in firms'
decisions of TMT selection, changes in managing sustainability strategies
such as reductions in carbon emissions (greenhouse gasses), changes in the
firms' innovation management across their buyers and suppliers (e.g.,
network level innovation) (Sharma, Pathak, Borah,  <> & Adhikary, 2019) that
may affect international business performance and/or internationalization. 


Likewise, the orchestration of cross-border business relationships is being
disrupted. While expectations of reliability and relational closeness
mitigate uncertainty about a partner's behavior, they can limit the
cognitive efforts of partners to reduce external environmental uncertainty.
Still, with a gradually changing environment or with turbulent but
restricted-scope changes, relationship quality can at least stimulate supply
partnerships into making adjustments to become more efficient and equitable.
High-quality relationships that have been built up over many years are
likely to struggle to detect, and adjust to, large-scale changes brought
about by business model innovations, digital disruption, and sociocultural
upheaval (Kumar, 2019 <> ). Against this backdrop, established models of
cross-border partnering need to be re-evaluated and extended. At a broader
level, disruptions to established global exchange rules (e.g., due to trade
wars) and deglobalization sentiments (e.g., due to political populism) (Tung
<> & Stahl, 2018) necessitate the use of innovative strategies and models of
establishing, growing, and maintaining relationships with stakeholders in
overseas markets (Turkina  <> & Van Assche, 2018). 


Significant interest in, and focus on, scholarly research in BMI began to
intensify during the 1990s with the advent of the internet and later on with
the onset of technological advances.  These forces generated data in a way
that no one could imagine.  A 360-degree view of data became possible and
companies were able to evaluate the success/failure of their business
models. Thus, over the last three decades we have seen the demise of
Blockbuster Video and Red Box with the emergence of video streaming
(Netflix).  Cable Television paving the way for Streaming services (e.g.,
Hulu, Disney plus, YouTube). Similarly, offline retailers (e.g., Circuit
City, CompUSA) disappeared with the onset of online businesses (e.g.,
Alibaba, Amazon, Flipkart).  Taxi and Limo services, and rental car
businesses are on the decline with the entry of ridesharing companies (e.g.,
Uber, Lyft). Payment systems have changed to digital modes faster in
emerging markets than in developed markets due to leapfrogging behavior
(Kumar, Nim and Agarwal (forthcoming). Similarly, growing born digital firms
(Monaghan, Tippmann,  <> & Coviello, 2020) present new challenges and


Most IB theories have focused on understanding physical flows of goods and
services (Nambisan, Zahra,  <> & Luo, 2019) and on well-defined flows of
intangibles, such as R&D outcomes and brand names (the transfer of
intangible, intermediate outputs constituting the essence of modern IB
theory, since Buckley & Casson, 1976 and Rugman, 1981)   However,
disruptions such as Covid-19 have led multiple firms to shift their focus
toward managing platform ecosystems. This change is also coupled with
emergence of new technologies such as 3D printing. For example, HP produced
multiple medical components such as masks, face shields, ventilator
components as well as personal accessories using 3D printing.[1] However,
questions such as how platform ecosystems will evolve and how global value
chains will change, remain largely unexplored (Laplume, Petersen,  <> &
Pearce, 2016). There have been recent  attempts to adopt conventional IB
theories such as internalization theory in digital settings (Banalieva  <> &
Dhanaraj, 2019), but this is not as easy as would appear on the surface
(Hennart, 2019). Research in this stream may explore the role of multiple
stakeholders such as customers, top management teams, and specifically the
chief marketing officer (CMO) (Li, Frederick,  <> & Gereffi, 2019, Li, Chen,
Yi, Mao,  <> & Liao, 2019, Nambisan, Zahra,  <> & Luo, 2019), as well as
value chain partners in collaborating in the digital world, thereby leading
to BMI in general, and network driven innovation specifically.  


Finally, while multiple aspects of BMI have been discussed, the focus of the
literature has mainly been on lead firms. This issue is probably not
surprising as much of the research in global value chains has focused on
lead firms (Kano, Tsang,  <> & Yeung, 2020). However, as firms start
operating in a constellation of relationships (Cuypers, Ertug, Cantwell,
Zaheer,  <> & Kilduff, 2020), research must move beyond value creation and
capture mechanisms by the lead firm. Specially, looking at disruptions,
there is a need to understand whether it is feasible to create business
models beneficial for each member of the constellation. As the recent
Covid-19 crisis has taught us, innovations probably will not be fully
developed and controlled by the lead firm but rather co-created with other
members of the ecosystem. There is a greater need to understand how these
lead firms are revisiting their business models and constellations of
relationships, which may in in turn help each member of the constellation to


Given the lack of full coverage of the proposed topics in the IB literature,
this special issue will bring together insights from various perspectives,
including a wide spectrum of types of products, markets, disruptions and
customer segments served (Gupta, Pansari,  <> & Kumar, 2018). The
prospective research for the special issue may include topics that show: (a)
the effect of new key variables on BMI; (b) changes in BMI (e.g., changes in
buyer-supplier relationships) affecting firms' performance at the global
level or firms' strategic initiatives; (c) changes in BMI that may augment
extant IB and international marketing theory. Thus, this Special Issue is
intended to motivate and encourage scholars to focus on developing research
projects integrating two themes -BMI and Disruptive Environment. 



Special Issue Scope


*         Focus on the origin of innovations such as whether they are firm
initiated, customer initiated or community initiated.


*         Focus on the relationship between global brand positioning and
business model innovations, customer engagement and/or stakeholder


*         Focus on the BOP segments-based innovations such as grassroots
innovation, social innovation, and reverse innovation from emerging markets,
and the ability to bring it to  developed markets.


*         Innovations related to products, pricing, promotion, advertising,
selling, and digital marketing.


*         Comparing the process and functioning of BMI in a B2B versus B2C


*         The nature of competition in a disruptive environment, and how
firms overcome the global challenges to succeed.


*         The evolution of interorganizational partnerships into new forms,
structures, and constellations that can accommodate major headwinds and
disruptions in foreign markets.


*         The use of digital routes to international markets and when and
how to leverage these alongside, or in place of, traditional modes. 


*         The phenomenon of exporters and other internationalizing firms
overcoming disruptive environments by gathering and using new intelligence
and learning styles, which lessen their reliance on traditional overseas


*         The need to find new ways to build legitimacy among, and establish
productive relationships with, foreign-market stakeholders, against a
backdrop of deglobalization, protectionism, and inter-country tensions. 


*         How do firms operating in platform economies create a culture of
innovation and creativity? What is the role played by customers and the
chief marketing officer in developing these relationships? 


*         What are the major changes in marketing strategy through business
model innovation? How do consumers as well as employees react to business
model innovation? 


*         How do firms configure the value chain to make the entire value
chain more innovative? 


*         How do disruptions in the value chain influence business model


*         What is the customer role in disruption and use of disruptive
practices, technologies or products? Under what conditions do customers
favor the adoption of disruptive technologies and/or products?


*         How do disruptive political leaders and societal movements affect
BMI across both emerging and developed markets? 




Review and Submission Processes


As Guest 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. Please do not hesitate to contact any
of the Guest Editors if you have questions on the relevance of the topics
for this special issue. All manuscripts for the Special Issue will be
reviewed as a cohort, and the Guest Editors will make joint decisions in
this process. 


Accordingly, we request that authors submit their manuscripts between July
15, 2021 and July 30, 2021, at 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] <mailto:[log in to unmask]> ). 




Banalieva, E. R. & Dhanaraj, C. 2019. Internalization theory for the digital
economy. Journal of International Business Studies, 50(8): 1372-87.

Buckley, P. J., & Casson, M. 1976. Future of the Multinational Enterprise.
New York: Holmes & Meier 


Cuypers, I. R., Ertug, G., Cantwell, J., Zaheer, A., & Kilduff, M. 2020.
Making connections: Social networks in international business: Springer.

Gupta, S. 2019. Understanding the feasibility and value of grassroots
innovation. Journal of the Academy of Marketing Science: 1-25.

Gupta, S., Pansari, A., & Kumar, V. 2018. Global customer engagement.
Journal of International Marketing, 26(1): 4-29.

Hennart, J. F. 2019. Digitalized service multinationals and international
business theory. Journal of International Business Studies, 50(8),


Kano, L., Tsang, E. W., & Yeung, H. W. 2020. Global value chains: A review
of the multi-disciplinary literature. Journal of International Business
Studies, 51:577-622.

Kumar, V. 2019. Global implications of cause-related loyalty marketing.
International Marketing Review.

Kumar, V. 2014. Understanding cultural differences in innovation: A
conceptual framework and future research directions. Journal of
International Marketing, 22(3): 1-29.

Kumar, V. & Srivastava, R. 2020. New perspectives on business model
innovations in emerging markets: Springer.

Kumar, V., Nandini N., & Agarwal, A. 2020. Platform-based mobile payments
adoption in emerging and developed countries: Role of country-level
heterogeneity and network effects. Journal of International Business
Studies, 1-30.

Laplume, A. O., Petersen, B., & Pearce, J. M. 2016. Global value chains from
a 3D printing perspective. Journal of International Business Studies, 47(5):

Leonidou, L. C., Katsikeas, C. S., Samiee, S., & Aykol, B. 2018.
International marketing research: A state-of-the-art review and the way
forward, Advances in global marketing: Springer.

Li, F., Frederick, S., & Gereffi, G. 2019. E-commerce and industrial
upgrading in the Chinese apparel value chain. Journal of Contemporary Asia,
49(1): 24-53.

Li, J., Chen, L., Yi, J., Mao, J., & Liao, J. 2019. Ecosystem-specific
advantages in international digital commerce. Journal of International
Business Studies, 50(9): 1448-63.

Monaghan, S., Tippmann, E., & Coviello, N. 2020. Born digitals: Thoughts on
their internationalization and a research agenda. Journal of International
Business Studies, 51(1): 11-22.

Nambisan, S., Zahra, S. A., & Luo, Y. 2019. Global platforms and ecosystems:
Implications for international business theories. Journal of International
Business Studies, 50(9): 1464-86.

Papanastassiou, M., Pearce, R., & Zanfei, A. 2020. Changing perspectives on
the internationalization of R&D and innovation by multinational enterprises:
A review of the literature. Journal of International Business Studies, 51:

Rugman, A. 1981.  Inside the Multinationals.  London: Croom Helm.

Sharma, A., Pathak, S., Borah, S. B., & Adhikary, A. 2019. Is it too
complex? The curious case of supply network complexity and focal firm
innovation. Journal of Operations Management.

Sinkovics, N., Sinkovics, R. R., & Yamin, M. 2014. The role of social value
creation in business model formulation at the bottom of the
pyramid-implications for MNEs? International Business Review, 23(4):

Tung, R. L. & Stahl, G. K. 2018. The tortuous evolution of the role of
culture in IB research: What we know, what we don't know, and where we are
headed. Journal of International Business Studies, 49(9): 1167-89.

Turkina, E. & Van Assche, A. 2018. Global connectedness and local innovation
in industrial clusters. Journal of International Business Studies, 49(6):




About the Guest Editors


V. Kumar (VK) is a Distinguished Term Professor, and Senior Fellow, Indian
School of Business, India. VK is also honored as the Distinguished Fellow,
MICA, India. Email:  <mailto:[log in to unmask]> [log in to unmask]  VK also serves as the
Consulting Editor of JIBS; Departmental Editor of POM; and as a Guest Editor
and/or the Associate Editor for many scholarly journals in marketing and
related disciplines. 


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. 


T. Bettina Cornwell is the Phillip H. Knight Chair and Professor of
Marketing, at the Lundquist College of Business, University of Oregon. She
is also Head of the department of marketing. She was named Thomas C. Stewart
Distinguished Professor, the Lundquist College's highest faculty honor in


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 Area Editor for JIBS,
and Associate editor for Journal of the Academy of Marketing Science. He has
also served as the Editor-in-Chief for Journal of International Marketing.








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