Special Issue: Managing Organizational Change in Emerging Markets
Special issue call for papers from Journal of Organizational Change Management
The 21st century appears to be the Centuriy of Emerging Markets (EMs) in countries which are geographically and culturally spread across the globe but tied to the core capitalist states. The challenges and opportunities in the business environment of the EMs are exciting. Banks, multinationals and state networks include organizations which are truely multinational & global in character as well as many local organizations, which dream of going global. The multinational & global organizations operating in the EMs come prepapred with developed organizational practices, process, product/service lines, competent people and business strategies and assume that one size of a capitalist market should fit all. However, the EMs provide them with set of unique and threatening business challenges. Often enough they fail to leverage management architectures which had been designed and tested in the different world markets. Such a scenario puts pressure on firms operating in the EMs. Do researchers have anything to say to managers, politicians, customers and concerned citizens?
The future growth in global economy will mainly come from the EMs wherein people & society need services / procducts from organizations, which meet their expectations. Can multinationals customize to suit the needs of their Nigerian or Brazilian employees, partners and critical observers? Some researchers think that they can (Shanker and Hanson, 2015) respond to these popular pressure on the firms which are makes their products and services safe, reliable and affordable (Prahalad, 2009). Needless to say that these external business reality checks require organizations to embed creativity and innovation throughout the entire value creation process which is not easy as it meets with resistance from some employees. As a result, the management of change process by leaders sholuld be aimed at helping & guiding employees towards positive adjustment to organizational changes (Oreg, Vakola, and Armenakis, 2011) and towards reducing employee anxiety and stress (Ning and Jing, 2012). Basically, we would like to know how human resource policies can support organizational system during change management (Molineux, 2013) and how does divisional leaders should implement the HR policies generating favorable employee reactions (Bish, Newton, and Johnston, 2015). Reflecting on transitional economies provides opportunities to build theory that explains the dynamic and influential events at the boundary between institutions and organizations (Chiaburu, 2006). It is in this context that a Special Issue on “Managing Organizational Change in Emerging Markets ” in Journal of Organizational Change Management could become stimualting for both researchers and managers. E would like to attract methodologically robust - conceptual and empirical - research based papers, and we promise to subject them to prompt and helpful reviews.
The Journal of Organizational Change Management encourages interdisciplinary approaches such as organization and ecology, consumption and production and rhetorics and theatrics of change and development. International and interdisciplinary in its approach, for this special issue the journal encourages empirical papers especially from the BRIC and the GCC countries, on the following topcis
• Academic expatriates and organizational change; are all researrchers equal?
• Employee voice during starategic organizational change: can people be empowered?
• Employees’ cultural and emotional intelligence during organizational change: do hearts always beat on the left?
• HRM systems, political correctness and change management
• Institutional environment, organizational change and managerial creativi
• Managing knowledge in local settings and inspiring knowledge workers
• Managing political stress and media hype during organizational change
• Organizational creativity, culture and business competitiveness
• Re-linking organizational strategies, structures and cultures
• Renegotiating, redefining and structuring needs
• Total Quality Management – special forces of market economies?
Paper Submission Deadline: June 15th 2017
Dr. Sanjay Kumar Singh
College of Business Administration
Abu Dhabi University, Abu Dhabi, UAE
Email: [email protected]
Professor Emeritus Slawomir Magala
Chair of Cross Cultural Management,
Rotterdam School of Management, Erasmus University, Rotterdam, Netherlaands
Email: [email protected]
Please remember that you are expected to upload your submission to the JOCM website, not send it as an attachment to the editors of special issue.
Oreg, S., Vakola, M. and Armenakis, A. (2011), “Change recipients’ reactions to organizational change: a 60-year review of quantitative studies”, The Journal of Applied Behavioral Science, Vol. 47 No. 4, pp. 461-524.
Molineux, J. (2013), “Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study”, The International Journal of Human Resource Management, Vol. 24 No. 8, pp. 1588-1612.
Ning, J. and Jing, R. (2012), “Commitment to change: its role in the relationship between expectation of change outcome and emotional exhaustion”, Human Resource Development Quarterley, Vol 23 No 4, pp. 461-485.
Bish, A., Newton, C. and Johnston, K. , (2015), “Leader vision and diffusion of HR policy during change”, Journal of Organizational Change Management, Vol. 28 Iss 4, pp. 529 - 545
Shanker, S. and Hanson, N. (2013), “How Emerging Markets are Reshaping the Innovation Architecture of Global Firms”, in Naresh K. Malhotra (ed.) Review of Marketing Research (Review of Marketing Research, Vol. 10, Emerald Group Publishing Limited, pp.191 – 212.
Chiaburu, D.S. (2006),"Managing organizational change in transition economies", Journal of Organizational Change Management, Vol. 19 Iss 6, pp. 738 - 746
Prahalad, C. K. (2009), “The fortune at the bottom of the pyramid: Eradicating poverty through profits”, Upper Saddle River, NJ: Wharton School Publishing.