The global reach and disruptive potential of digitally enabled business model innovation creates a distinct challenge for global strategy research. Although the more disruptive wave of digitally enabled business models started already in the mid-2000s, global strategy and international business research have been slow to address this phenomenon, in spite of increasing anecdotal evidence that the digitalization phenomenon is directly challenging and even undermining received theories of the internationalization of firms. When ubiquitous digital platforms enable direct and immediate interactions between users and producers located in different sides of the planet, what are the implications of this for the internationalization process theory and to the importance of foreign market knowledge? When firms can deliver services from a distance, without necessarily locating any physical resources in the country where the service is offered, what are the implications of this for network models of internationalization? When a globally transacting business can be coordinated and managed from a single location, what are the implications of this for the very meaning of internationalization and globalization?
This special issue seeks to address both theoretical and empirical implications of digitalization for global strategies and internationalization.
Submission deadline: April 30, 2018
Guest Editors: GSJ Co-Editor:
Erkko Autio Youngjin Yoo Ram Mudambi
Imperial College Case Western Reserve Temple University
Value chains exist on different levels: lead firms create global value chains with multiple suppliers and individual firms form their own global value chains where activities are offshored and outsourced. Over the past decades, there has been a growing fragmentation and globalization of value chains. In a 2010 World Bank report, the Global Value Chain concept is referred to as ‘the world economy’s backbone and central nervous system’ (Cattaneo, Gereffi, and Staritz, 2010: 7). Value chain activities are fine-sliced, separated and relocated across organizational or geographical boundaries. This fragmentation of activities is fueled by significant economic, social and technological changes.
This Special Issue of Global Strategy Journal explores how the shifting structure and dynamics of the global economy affect firm strategies and the economic governance of global industries. We focus, in particular, on evolutions, continuities and changes in the reconfiguration of activities among the variety of firms that shape the governance structures and impact of global value chains.
Submission deadline: February 15, 2018
Guest Editors: GSJ Co-Editor:
Gary Gereffi Pavida Pananond Torben Pedersen
Duke University Thammasat University Bocconi University
In this special issue of Global Strategy Journal, we want to gain a better understanding of how the skepticism of globalization is altering the way in which we should think about the behavior of multinational firms and the theory of the multinational. Skepticism towards globalization alters decision-making in multinationals as it establishes new constraints on the operations of firms and introduces uncertainty regarding the future viability of investments and activities. Researchers need to understand the extent to which choices now made by managers in global companies and in their networks of suppliers, customers and partners reflect these new constraints and uncertainties. Skepticism towards globalization also changes the relationship between the multinational firms and the broader society, in which managers have to deal with interest groups, and a more generally diffused dislike and suspicion toward multinationals and their operations, both abroad and at home, forcing them to rethink their market and nonmarket strategies.
Submission deadline: December 15, 2017
Guest Editors: GSJ Co-Editor:
Yves Doz Ajai Gaur Alvaro Curevo-Cazurra
INSEAD Rutgers University Northeastern University
This special issue seeked papers that would unpack and explain the microfoundations or roots of global strategy. Papers dealing with the management of emerging market companies were also welcome if they followed the microfoundations or behavioral strategy perspective, since decision-making in emerging market companies is said to be even more concentrated.
Submission deadline: May 31, 2016
Farok Contractor, Rutgers University
Nicolai Foss, Bocconi University
Sumit Kundu, Florida International University
Somnath Lahiri, Illinois State University
This special issue seeks studies that explore the ‘how’ and ‘why’ of the interaction between political and business actors. This includes, for example, quantitative studies differentiating different types of government actors or identifying contingent effects of their influence. We are also especially interested in in-depth qualitative studies that go inside of organizations to investigate the interfaces between specific businesses and specific government agencies. In line with the mission of the Global Strategy Journal, we are particularly interested in questions of a global nature, i.e. cross-border activities that take place in multiple countries and/or are integrated across borders. We expect submissions to be cutting-edge research, to break new conceptual ground and to address real-world phenomena regarding business-government interaction.We welcome submissions of conceptual/theoretical papers, qualitatively oriented empirical papers, quantitatively oriented empirical papers and papers employing mixed methods.
The deadline for submission of papers was April 1, 2016.
Lin Cui Helen Hu Sali Li Klaus Meyer
Australian National University of University of South China Europe
University Melbourne Carolina International Business
The worldwide diffusion of family business has intrigued researchers for decades; however, the debate on the role of family ownership and family management in influencing international growth and performance is still far from conclusive. Prior research has shown that specific aspects characterizing family governance exert meaningful effects on the extent and forms of internationalization. On the one hand, family firms are more incline to stick to domestic markets and to adopt conservative behaviors, as they tend to protect their socio-emotional wealth; on the other hand, family firms are relevant protagonists in the framework of international entrepreneurship, given a number of characteristics related to their family nature, which result in incentives to undertake global initiatives. Other studies suggest the need of accounting for the heterogeneity of family firms as well as for several contingent and situational factors. The objective of this special issue is to develop a finer-grained analysis of how family governance influences international diversification and global strategic growth, with the aim of constructing a more unified body of theory for thinking about family business. Hence, we welcome both theoretical and empirical contributions, papers adopting diverse theoretical and methodological approaches, and submissions by mixed industry-academic co-author teams.
The submission deadline was January 31, 2016.
Alfredo de Massis Federico Frattini Antonio Majocchi Lucia Piscitello
Lancaster University Polytechnic University University of Pavia Polytechnic University of Milan
Africa is on the rise. Nigeria and Zambia have the highest proportion of early stage entrepreneurs, African multinationals like Dangote Group and MTN start to get attention in the press, and recently the US government held a business summit in order to catch up with China’s influence on the continent. Foreign direct investment levels in Africa are reaching record levels and are estimated to have been above $80 Billion in 2014. While Africa is growing, it does not necessarily follow the same path as other economies. For example, mobile phone based technology and the informal economy play a particularly significant role. Some parts of Africa continue to face extremely challenging conditions, including wars, famines, diseases, and repressive regimes, although other parts are increasingly overcoming those conditions. These positive and negative dynamics provide very interesting opportunities for scholars to study new phenomena and advance theory. Yet, an increase in scholarly work devoted to strategic management in Africa has only started recently (e.g. Uchenna & Mair, 2014; Ozcan & Santos, 2014; Acquaah, 2012; Meyer, Estrin, Bhaumik, Peng, 2009). A clear overall research agenda is still lacking. Through this special issue we seek to provide a platform for creating that agenda for top academic journals.
The deadline for submission of papers was November 30, 2015.