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Collaborative Entry Modes

Special issue call for papers from International Marketing Review

Guest edited by: Michael R. Czinkota, Demetris Vrontis and Shlomo Y. Tarba

In the past two decades, cross-border collaborative entry modes (alliances, joint ventures, and mergers and acquisitions) activity has increased significantly (Chiao, Lo, and Yu, 2010; Czinkota and Ronkainen, 2007; Czinkota, Grossman, Javalgi, and Nugent, 2009; Whitelock, 2002; Whitelock and Jobber, 2004). Yet, the growth in cross-border collaborative entry modes activity, the volume of capital involved, and their popularity stand in sharp contrast to their high rate of failure (Gomes, Weber, Brown, and Tarba, 2011; Weber, Tarba, and Reichel, 2011).

One of the central questions in international marketing strategy is whether MNCs and SMEs coming from the particular country pursue a distinct paradigm of best marketing practices or tend to manage their marketing capabilities in ways that are distinct from those of their host country (Burgel, and Murray, 1999; Czinkota, 1997; Gabrielsson, Gabrielsson, and Seppälä, 2012; Vrontis, 2003; Vrontis,  Thrassou, and Lamprianou, 2009) as well as the timing of the foreign market entry (Murray, Ju, and Gao, 2012).

Within a complex organizational context, collaborative market entry modes (alliances, joint ventures, and M&As) pose many challenges to both executives and researchers because handling the interface between the two or more different organizations is a multi-faceted and multi-stage process (Gomes, Angwin, Weber, and Tarba, 2013). Thus executives and researchers alike face a daunting challenge in attempting to develop and accumulate specific knowledge and capabilities about the collaborative partnership process management in general and marketing practices during it in particular. 

The goal of this special issue is to stimulate scholars to focus on marketing practices at  individual, group, and firm level  in collaborative entry modes such as mergers and acquisitions, joint ventures, strategic alliances, licensing, franchising, equity participation, etc.
To better understand the individuals’ and group reactions in the in collaborative partnerships, there is a need to incorporate multidisciplinary, multi-level and cross-cultural models and analyses.

Therefore, a major goal of this special issue is to stimulate research on how underlying concepts and methodologies in international business, strategic management, and other related areas can enhance our understanding of the marketing practices in collaborative partnerships.

We encourage both conceptual and empirical contributions that may address, but are not limited to, the following topics:

  • The interrelationships between international, global, multinational, and transnational marketing strategies and collaborative entry modes (M&A, strategic alliances, and joint ventures)
  • Adaptation versus standardization marketing practices in collaborative entry modes (M&A, strategic alliances, and joint ventures)
  • Value creating and value capturing factors and their impact on marketing practices in collaborative entry modes
  • The effect of national and organizational culture differences on marketing practices in collaborative entry modes
  • The impact of marketing practices on organizational performance in collaborative entry modes
  • Marketing communication and advertising and collaborative entry modes
  • Branding strategies and collaborative entry modes
  • Distribution channels management and collaborative entry modes
  • First mover vs. late entrant advantages and the collaborative entry modes
  • The interrelationship between  marketing practices and key talent retention  in collaborative entry modes
  • Greenfield (wholly-owned subsidiary) vs. collaborative entry modes
  • Export vs. collaborative entry modes
  • Marketing performance appraisal and feedback systems in collaborative entry modes
  • Market expansion of born global firms via collaborative entry modes
  • The impact of information technology on marketing practices in in collaborative entry modes
  • The interrelationships between strategic agility and ambidexterity and marketing practices in collaborative entry modes
  • Emerging market perspectives on collaborative entry modes

The prospective submissions are expected to make a clear contribution to the existing knowledge - submissions exploring collaborative entry modes from a pure international business perspective and without clear focus on marketing will not be considered.

Guidelines and submission information

  • All papers will be subjected to double‐blind peer review in accordance with IMR guidelines. Authors should follow IMR guidelines, .
  • Authors should submit an electronic copy of their manuscript as a word‐file with title page detached to . The title page should include the names, titles, professional affiliations, and contact information of the authors. Authors’ names should appear on the title page only. Authors should refrain from revealing their identity in the body of the manuscript.
  • Submission deadline: July 30, 2014.  Please note that the review process (desk review and first round) can take approximately 3‐4 months.
    Questions about the special issue can be directed to the guest co‐editor Dr. Shlomo Tarba ([email protected]).

About the special issue editors

Michael R. Czinkota is a Professor of International Business and Trade in the Graduate School of Business at Georgetown University, where he also served as the chairman of the National Center for Export-Import Studies. Prof. Czinkota served in the U.S. government during the Reagan and Bush Administrations. In the Bureau of Export Administration he was senior advisor for export controls. As Deputy Assistant Secretary of Commerce he was responsible for trade analysis and retaliatory actions. He also was head of the U.S. Delegation to the OECD Industry Committee in Paris. His academic work has focused on export development strategies and the linkage between terrorism and international business. . His research has been published in leading journals such as Journal of Marketing, Journal of International Marketing, International Marketing Review, Journal of International Business Studies, Journal of World Business, and others. 
He is the author of Mastering Global Markets – which reflects the challenges of international management in a world of conflict and uncertainty. He also wrote two leading college texts, International Marketing 8th edition and International Business, 7th edition.

Prof. Czinkota serves on the Global Advisory Board of the American Marketing Association, the Global Council of the American Management Association, and on the Board of Governors of the Academy of Marketing Science. Dr. Czinkota serves on several corporate boards and has worked with corporations such as AT&T, IBM, GE, Nestle, and US WEST. He has advised the Executive Office of the President and the U.S. General Accountability Office on trade policy issues. He also serves as advisor to the United Nations and the World Trade Organization. Prof. Czinkota holds a Ph.D. in logistics from The Ohio State University.

Demetris Vrontis obtained a PhD in International Marketing from Manchester Metropolitan University Business School. He is a Professor of Marketing and the Dean of the School of Business and the Director of the MBA Programme at the University of Nicosia in Cyprus. His prime research interests are on strategic marketing planning, branding, international marketing and marketing communications. His publications appeared in such outlets as International Marketing Review, Journal of Business Research, Journal of Marketing Management, European Business Review, Journal of Marketing Communications, and others. Professor Vrontis is the founder and President of the EuroMed Research Business Institute (EMRBI - and the Chairman of the EuroMed Academy of Business (EMAB), which aim to contribute to and share the understanding of different business environments and trends in the region through research, teaching and consulting. The two organisations have already successfully organized four international conferences and currently have hundreds of members (individual, universities and organizations) from all over the world.

Shlomo Yedidia Tarba is a lecturer of Strategic Management and Global Strategic Alliances at the Management School, The University of Sheffield, UK.  He received his PhD from Ben-Gurion University, Israel. His research has been published in journals such as Human Resource Management Review, International Studies of Management & Organization, Thunderbird International Business Review, International Journal of Cross-Cultural Management, Advances in Mergers and Acquisitions, and others. His was recently granted the 2010 Outstanding Author Contribution Award by Emerald publishing. His recent co-authored book is Mergers, Acquisitions, and Strategic Alliances: Understanding The Process by Palgrave Macmillan. His consulting experience includes biotechnological and telecom companies, as well as industry association such as The Israeli Rubber and Plastic Industry Association, and The US – Israel Chamber of Commerce.


Burgel, O. and Murray, G. C. (1999), "The international market entry choices of start-up companies in high technology industries", Journal of International Marketing, Vol. 8 No. 2, pp. 33-62.

Chiao, Y.- C., Lo, F.- Y., and Yu, C.- M. (2010),"Choosing between wholly-owned subsidiaries and joint ventures of MNCs from an emerging market", International Marketing Review, Vol. 27 No. 3 pp. 338 – 365.

Czinkota, M. R. (1997), "Russia's transition to a market economy: Learning about business", Journal of International Marketing, Vol. 5 No. 4, pp. 73-93.

Czinkota, M. R., Grossman, D. A., Javalgi, R. G., and Nugent, N. (2009), "Foreign market entry mode of service firms: The case of U.S. MBA programs", Journal of World Business, Vol. 44, pp. 274-286.

Czinkota, M. R. and Ronkainen, I. A. (2007), International Marketing. 8th Edition. Thompson Learning. Inc.

Gabrielsson, P., Gabrielsson, M., and Seppälä, T. (2012), "Marketing strategies for foreign expansion of companies originating in small and open economies: The consequences of strategic fit and performance", Journal of International Marketing, Vol. 20 No. 2, pp. 25-48.

Gomes, E., Angwin, D., Weber, Y. and Tarba, S. Y. (2013), "Critical success factors through the mergers and acquisitions process: Revealing pre- and post- M&A connections for improved performance", Thunderbird International Business Review, Vol. 55 No. 1, pp. 13-35.

Gomes, E., Weber, Y., Brown, C., and Tarba, S.Y. (2011), Mergers, Acquisitions and Strategic Alliances: Understanding The Process. Basingstoke, UK: Palgrave Macmillan.

Murray, J. Y., Ju, M., and Gao, G. Y. (2012), "Foreign market entry timing revisited: Trade-off between market share performance and firm survival", Journal of International Marketing, Vol. 20 No. 3, pp. 50-64.

Vrontis, D. (2003), "Integrating adaptation and standardisation in international marketing: The AdaptStand modelling process", Journal of Marketing Management, Vol.19 No. 3-4, pp. 283-305.

Vrontis, D., Thrassou, A., and Lamprianou, I. (2009),"International marketing adaptation versus standardisation of multinational companies", International Marketing Review, Vol. 26 No. 4 pp. 477-500.

Weber, Y., Tarba, S.Y., and Reichel, A. (2011), "International mergers and acquisitions performance: Acquirer nationality and integration approaches", International Studies of Management & Organization, Vol. 41 No. 3, pp. 9-24.

Whitelock, J. (2002), "Theories of internationalization and their impact on market entry", International Marketing Review, Vol. 19 No. 4, pp. 342-347.

Whitelock, J. and Jobber, D. (2004), "An evaluation of external factors in the decision of UK industrial firms to enter a new non-domestic market: An exploratory study", European Journal of Marketing, Vol. 38 No. 11/12, pp. 1437-1455.