Special Issue Call for Papers
Building International Business and Societal Resilience in an Uncertain Global Environment
Special Issue Co-Editors
AIB Insights is a peer-reviewed journal publishing Actionable International Business Insights. Short, topical, thought-provoking articles should be akin to written $B!H(JTED Talks$B!I(J with an applied/actionable focus that is heavy on insights, but light on references, jargon, and methods. These insights must be relevant to the international business (IB) community of researchers, practitioners, policy makers, and educators. With this call, we invite submissions that offer novel and applied insights for addressing the topic of building IB and societal resilience in an uncertain global environment that is facing multiple disruptions.
Resilience – the capability to anticipate, cope, recover from, and adapt to both periodic shocks and major disruptions – is called for at various levels (e.g., global, national, firm, individual) in order to cultivate preparedness as global crises, both man-made and natural, continue to proliferate (Flynn, 2007; Linkov, Eisenberg, Bates, Chang, Convertino, Allen, Flynn, & Seager, 2013; Sutcliffe & Vogus, 2003). Man-made crises, such as terrorism, continue to make communities vulnerable and to pressure firms to build resilience (Abrahms, Dau, & Moore, 2019; Branzei & Abdelnour, 2010; Czinkota, Knight, Leisch & Steen, 2010), while non man-made crises like natural disasters and health epidemics may mandate a different set of strategic choices (Oh & Oetzel, 2022). Given the rise in both type and volume of uncertainty in the global business environment characterized by disruptions, disturbances, and an unprecedented level of uncertainty, possessing the tools and skills needed to be resilient is critical for the survival of multinational corporations (MNCs) and the communities and societies in which they operate (Ciravegna & Michailova, 2022; Dau & Moore, 2020a; b).
Considering these increasingly visible IB challenges, this Special Issue of AIB Insights seeks novel and actionable insights that provide guidance to MNCs, government policy makers, and other IB stakeholders as they consider how best to foster resilience in the current global environment.
List of Illustrative Topics
<![if !supportLists]>· <![endif]>What does resilience mean in the context of the global IB environment?
<![if !supportLists]>· <![endif]>How do different types of global disruptions mandate similar or different resilience strategies?
<![if !supportLists]>· <![endif]>What stakeholders need to be involved to ensure IB resilience in the context of global disruptions?
<![if !supportLists]>· <![endif]>What role do MNCs have in fostering community and societal resilience? Moreover, can MNCs leverage their own resilience to promote community and societal resilience?
<![if !supportLists]>· <![endif]>How can stakeholders best work together to ensure resilience? What frameworks will encourage this cooperation?
<![if !supportLists]>· <![endif]>Is resilience multidimensional? What types of resilience will be most needed by MNCs in coming years?
<![if !supportLists]>· <![endif]>How do resilience issues interact with other challenges MNCs will face in the coming decades?
<![if !supportLists]>· <![endif]>What can policy makers do to ensure an environment that supports resilience of both communities and MNCs?
<![if !supportLists]>· <![endif]>What can educators do to ensure MNC and policy leaders have the skills needed to support a resilient environment?
<![if !supportLists]>· <![endif]>How can MNCs leverage formal institutions (e.g., laws and regulations) and informal institutions (e.g., unwritten norms) (see Dau et al., 2022) across their networks of home and host country operations in order to develop a globally resilient organizational structure?
<![if !supportLists]>· <![endif]>How can MNCs make use of non-market strategy as a means of building international resilience?
<![if !supportLists]>· <![endif]>How can MNCs leverage different organizational structures (e.g., business groups, industry associations, international partnerships, business clusters, network structures, intergovernmental organizations) to enhance their business resilience across markets?
This list of topics is not exhaustive and we welcome other relevant papers as well.
AIB Insights is the Academy of International Business official publication that provides an outlet for short (around 2500 words), interesting, topical, current and thought-provoking articles. Colleagues interested in submitting to this Special Issue should consult the AIB Insights Editorial Policy and use the Online Manuscript Submission System. Please mention $B!H(JSpecial Issue: IB Resilience$B!I(J in your cover letter when submitting your manuscript.
Full manuscript submission deadline is November 15, 2022. Expected publication of the Special Issue is in summer 2023 around the time of the annual AIB conference in Warsaw, Poland on a similar theme.
Abrahms, M., Dau, L. A., & Moore, E. M. (2019). Terrorism and corporate social responsibility: Testing the impact of attacks on CSR behavior. Journal of International Business Policy, 2(3), 237-257.
Branzei, O., & Abdelnour, S. (2010). Another day, another dollar: Enterprise resilience under terrorism in developing countries. Journal of International Business Studies, 41(5), 804-825.
Ciravegna, L., & Michailova, S. (2022). Why the world economy needs, but will not get, more globalization in the post-COVID-19 decade. Journal of International Business Studies, 53(1), 172-186.
Czinkota, M. R., Knight, G., Liesch, P. W., & Steen, J. (2010). Terrorism and international business: A research agenda. Journal of International Business Studies, 41(5), 826-843.
Dau, L. A., Chacar, A., Lyles, M., & Li, J. (2022). Informal institutions and international business: Toward an integrative research agenda. Journal of International Business Studies (in press).
Dau, L. A., & Moore, E. (2020). Developing New England Business Recovery and Resilience in Response to COVID-19. Northeastern University$B!G(Js Global Resilience Institute White Paper Series (Funded by a grant from US FEMA). Available at https://globalresilience.northeastern.edu/publications-whitepaperseries-covid-19-special-investigation-report-2020-8/.
Dau, L. A., & Moore, E. (2020). A global disruption requires a global response: Policies for building international business resilience for this and future pandemics. Northeastern University$B!G(Js Global Resilience Institute White Paper Series (Funded by a grant from US FEMA). Available at: https://globalresilience.northeastern.edu/whitepaperseries-covid-19-special-investigation-report-2020-11/.
Flynn, S. (2007). The Edge of Disaster: Rebuilding a Resilient Nation. Random House.
Linkov, I., Eisenberg, D. A., Bates, M. E., Chang, D., Convertino, M., Allen, J. H., Flynn, S. E. & Seager, T. P. (2013). Measurable resilience for actionable policy: 10108-10110.
Oh, C. H., & Oetzel, J. (2022). Multinational enterprises and natural disasters: Challenges and opportunities for IB research. Journal of International Business Studies, 53(2), 231-254.
Sutcliffe, K. & Vogus, T. (2003). Organizing for resilience. In Cameron, K., Dutton, J. E. and Quinn, R. W. (Eds), Positive Organizational Scholarship. San Francisco, CA: Berrett$B!>(JKoehler, 94–110.