New General Editor for Journal of Management Studies The Journal of Management Studies is seeking a General Editor to join the editorial team of Joep Cornelissen, Steven W Floyd, Andrew Corbett, Andrew Delios and Colin Hales. The successful candidate will replace Mike Wright who has completed his term of office. The term of office is three years, from January 1st 2009 in the first instance, with an option for a further three. The post carries a generous honorarium and all necessary travel expenses will be covered. The journal was established in 1963 as one of the first general management journals outside the United States. It publishes innovative, novel and high-quality papers that advance theoretical and empirical knowledge in the area of management and is one of the leading management journals in the world. Specific qualities sought from candidates include the following: " Significant scholarly contributions in any area of management studies. Currently it would be helpful if this included one or more of the following areas of expertise - organization behaviour, strategic management, human resource management and entrepreneurship. It is expected that applicants will identify a specific category as a primary area of expertise. Editors must be prepared, however, to handle manuscripts across a wide range topics and domains. " Extensive experience as a reviewer for management journals " Demonstrated administrative skills, capacity to handle a demanding workload and to meet deadlines. " Must also be able to work constructively with authors, reviewers and the editorial team. Interviews will be held in October/November 2008. To discuss, informally, the nature of the editorial task and the support that the Society gives to editors in recognition of the time they devote to the Journal, please contact Jo Brudenell, Editorial Manager, Journal of Management Studies, Durham Business School, Durham, DH1 3LB. Email: j.m.brudenell@durham.ac.uk. Telephone: +44 (0)191 334 5395 Closing date 8th September 2008 JMS Website www.blackwellpublishing.com/jms SAMS Website http://www.socadms.org.uk

 Special Issue: Multinational Enterprises and Local Contexts 

Journal of Management Studies

 

Special issue editors:

Klaus Meyer, University of Bath, U.K.

Ram Mudambi, Temple University, USA

Rajneesh Narula, University of Reading, U.K.

 

            Multinational enterprises (MNEs) face diverse challenges and opportunities when operating in a variety of different contexts. Recent research suggests that classic theoretical perspectives such as models based on international trade theory, the OLI paradigm and the integration-responsiveness framework are insufficiently nuanced to address these complexities that MNEs face, and therefore do not always yield optimal solutions. This special issue aims to advance our theoretical and empirical understanding of the interaction of how MNEs cope with idiosyncrasies of specific contexts, and the dynamic interactions between the contexts and MNE strategies.

At the corporate level, MNEs are in a strong position to tap into resources and capabilities from multiple local contexts and integrate and leverage them to create a range of competitive advantages. Such strategies are likely to involve specialized design and adaptation capabilities and emphasize the importance of both R&D and marketing intangibles in value creation. Moreover, they include global supply chains that integrate geographically dispersed production processes to take advantage of diverse locational advantages. Yet, we lack understanding of how companies may actually implement such ambitious strategies on a diverse global stage. Further complexity arises with the growing importance of non-equity relationships (such as alliances and outsourcing) within global supply chains, alongside more traditional affiliate networks, where MNEs maintain control even in the absence of ownership.

In any specific context, MNEs find subtle ways to combine their firm-specific capabilities with local knowledge to create value propositions that suit the particular local context. Subsidiaries thus develop strategies that integrate resources of the MNE with local ones to attain competitiveness in a local context. This requires some degree of adaptation, possibly even the development of entirely new business models. Yet the extent of such adaptation varies across market segments, industries and national contexts in ways that are not yet well understood.

These issues may be particularly relevant for MNEs bridging large psychic, cultural and economic distances.  For instance, these could be West European and North American businesses entering emerging economies and conversely, MNEs from emerging economies entering advanced market economies.  We thus welcome papers from a variety of contexts that investigate business strategies or operational aspects such as R&D, marketing, human resources or logistics.

Papers in this special issue should advance our theoretical understanding of the interaction between the local and global dimensions of the strategies and operations of MNEs, and the impact of local context on the variation of local strategies. We welcome in particular new conceptual perspectives, and comparative assessments of the suitability of alternative theoretical perspectives such as agency theory, institutional theory and the resource-based view (RBV).  It would be particularly valuable to explore how theories such as these can be combined to shed light on research questions dealing with the interaction between local contexts and strategy or  subsidiary roles within MNEs. Papers may also integrate contemporary theories of resources and institutions with traditional theoretical concepts and frameworks, such as the integration-responsiveness framework or the OLI paradigm.

These theoretical advances should explain strategic challenges faced by MNEs, such as:

 

• How do high value-added processes like design and R&D migrate from advanced market economies to emerging markets?
• How do MNEs coordinate business units within their global supply chain that operate in a diversity of local contexts? 
•  How do MNEs manage their existing network of subsidiaries while establishing associated networks of arms-length suppliers, alliance and outsourcing partners in a variety of local contexts?
• How do MNEs cope with idiosyncrasies of specific contexts? For instance, how do MNEs cope with the conflicting pressures for social responsibility where standards of ethical practice are inconsistent?
• How do specific aspects of context, for example cultural norms, influence subsidiary strategies and operations?
• How do MNEs design, select and adapt their business models for different markets? For instance, how can they benefit from scale advantages of standardization, yet offer goods and services that suit the local customer?

 

All submissions will be expected to develop strong theoretical foundations and implement rigorous methodologies. The special issue welcomes a broad range of methodologies in enhancing our understanding of the aforementioned processes.  These include quantitative studies, qualitative and case studies, multi-country comparative studies, replication studies and studies of specific MNEs operating in multiple contexts.

 

• A paper writing workshop is scheduled for April 2009 at the University of Reading, where prospective authors may present their work and receive comments and feedback. Note that invitation to the workshop does not imply acceptance for the special issue. Conversely, attendance is not prerequisite for publication in the special issue.
• All acceptances to the special issue are subject to verification from the General Editors of the Journal of Management Studies.

 

Submissions

Authors may submit the papers electronically to CIBS@Reading.ac.uk. Submissions will be accepted from May 1, 2008 until the submission deadline of November 1, 2008. Papers should be formatted using the JMS style guidelines available at www.blackwellpublishing.com/jms.

 

 

Call for Papers: Refereed Special JMS Issue

Submission Deadline June 15, 2008

 

 

Most companies have traditionally performed the bulk of their high-value functions within their home nation in which the parent firm is located. It was believed that the competitive advantage of a firm resided in its core activities, and that these should be kept in-house in order to foster future capabilities and to protect key knowledge from leakage to competitors. Examples of core or high value functions include Research and Development (R&D), critical IT designs, and proprietary processes. Companies are now considering the relocation of even more types of high-value activities to (a) foreign locations (Offshoring) and/or (b) to external service providers or alliance partners (Outsourcing). A JMS Special Issue seeks to identify the factors that determine the mix, or spread, of global high-value operations over in-house versus external vendors -- and in geographical terms, the proportion of home nation activities, versus those undertaken in foreign countries.

 

Types of Papers for the Special Issue

Both empirical as well as theory-building papers will be considered. As this topic lies at the intersection of several scholarly domains, papers can draw from several fields, such as Organization Theory, Strategy, International Business, and Technology & Innovation Management. However, aspects of the phenomenon can also encompass other areas such as Entrepreneurship, Operations Research and Organizational Behaviour.

 

Guest Editors

Farok J. Contractor (farok@andromeda.rutgers.edu) Rutgers University

Vikas Kumar (vikas.kumar@unibocconi.it) Bocconi University

Sumit K. Kundu (kundus@fiu.edu) Florida International University

Torben Pedersen (tp.smg@cbs.dk) Copenhagen Business School

 

Guidelines and Timeline for JMS Special Issue

All manuscripts should be prepared according to JMS guidelines for authors (See www.blackwellpublishing.com/jms). Submissions will be double-blind reviewed following the journals normal review processes and criteria.

Please submit manuscripts in electronic form to jms.smg@cbs.dk

 

Deadline for papers for JMS Special Issue: June 15 2008

Final decision on acceptances for JMS Special Issue: August 15 2009

The winners of the 2006 JMS Prizes were announced at the Academy of Management Meeting in Philadelphia. · Best paper : Shaker Zahra, Harry Sapienza and Per Davidsson, issue 4 - Entrepreneurship and dynamic capabilities: A review, model and research agenda · Best Reviewer : Frans van den Bosch