This page is older archived content from an older version of the Emerald Publishing website.

As such, it may not display exactly as originally intended.

Journal of Strategy and Management: Global Strategy of Asian Market Enterprises

Special issue call for papers from Journal of Strategy and Management

Guest Editors: 

Professor Sanjoy Sircar, Great Lakes Institute of Management, Chennai, Tamil Nadu, India ([email protected]).
Dr. Rajat Agrawal, Indian Institute of Technology (IIT), Roorkee, Uttarakhand, India ([email protected]).
Professor SK Shanthi, Great Lakes Institute of Management, Chennai, Tamil Nadu, India ([email protected]).

Theme of the special issue:

This special issue is motivated by the recent commentaries on emerging markets (EMs) that highlighted in Drummond (2012), Peng (2012) and Ramamurti (2012). For instance, Drummond (2012) suggests that internationalization of EM firms is open ground for research in which the author emphasizes on ‘strategic management of global value chains and the interactions of EMs’. Ramamurti (2012) argues that ‘do need more research into how much ownership advantage a firm needs to offset the liabilities of foreignness’. In particular, Peng (2012) argues that ‘unique aspects of Chinese multinationals will have significant implications for future theory building in global strategy research. Therefore, it aims to advance the existing strategy and international business (IB) knowledge by studying various cross-border strategies of firms in Asian region. For example, it covers international trade, foreign direct investment (inbound and outbound), overseas‒ alliances, mergers and acquisitions, networking and cooperative strategies of firms originated in China, Hong Kong, India, Indonesia, Japan, Korea, Malaysia, Pakistan, Thailand and other Asian countries (including Russia). Thus, this special collection will advance the current IB and strategic management theories such as Eclectic or OLI framework, internationalization theory, resource-based-view (RBV) theory, competitive advantage theory, etc.

Cross-border– trade, investments, joint ventures, acquisitions and networks are important choices of firm’s global strategy; in other words, firm internationalization. The extensive strategic management and IB literature suggests that internationalization depends on many factors such as OLI (ownership, location and internalization), institutional norms, asset seeking, market seeking, cultural effect and political relationship, broadly ‘firm- and country-specific attributes’. Specifically, two important issues are associated with the internationalization of AMEs, namely free-flow of investment at easy of exchange norms and the recent global financial crisis. In addition, availability of free-cash-flows and limited expansion of local markets are the other major factors that push many AMEs to choose internationalization as a growth strategy. Hence, AMEs internationalize their core business activities through various market entry choices such as organic strategies: exporting and licensing, and inorganic strategies: acquisitions, alliances and joint ventures. In fact, there is a significant flow of foreign direct investment from emerging to developed, emerging to emerging and emerging to developing countries (source: various issues of UNCTAD; e.g. Tseng and Kuo, 2008). Annushkina and Colonel (2013) examine foreign market selection of Russian multinational enterprises (MNEs) and suggest that distance or geographic closeness is one of the key determinants explaining the country’s probability of attracting a merger or joint venture by Russian MNEs. They also imply that IB studies should look to the exploration and exploitation of macro- and micro-variables, which influence internationalization process and decisions (p. 78). While Elango and Pattnaik (2011) report that Indian firms acquire targets serially to learn and build capabilities. 

Finally, it is understood that the current IB literature should include various global strategies of firms established in developing/emerging markets, especially Asian market. On the other hand, it is believed that emerging markets present a ‘lively and intriguing environment for global strategy research’ (Drummond, 2012). With this note, the guest editors welcome papers on the following themes, but not limited.

• Foreign market entry strategies of AMEs (e.g. Nayyar, 2008)
• Internationalization and OLI framework of firms in Asia
• Motives for internationalization of AMEs
• Strategic management of AMEs' offshore centers and overseas subsidiaries
• International expansion and firm performance (e.g. Luo and Tung, 2007)
• Firm performance and international competitiveness (e.g. Rugman and Oh, 2008)
• Global strategy of single-entity vs. business groups
• Determinants of global/geographical diversification (e.g. Outreville, 2012)
• International competitive advantage of AMEs
• Strategic management of global value chains and interactions
• Foreignness and Newness in overseas diversification
• Global diversification and shareholders value creation
• Firm-specific and country-specific factors that affect firm internationalization
• Cross-border participation, alliances, network coordination and collaboration (e.g. Fjeldstad et al., 2012)
• Cross-border mergers, acquisitions and firm performance/value creation (e.g. Aybar and Ficici, 2009; Bhagat et al., 2011) 
• Internationalization of small and medium-size enterprises (e.g. Ruzzier et al., 2006)
• International equity joint ventures and corporate performance
• International political/sensitive issues and their effect on overseas trade
• Styles/patterns of internationalization of firms within/between Asian markets
• Qualitative research and case development in international business
• Comparative studies with reference to above themes

Notes: UNCTAD – United Nations Conference on Trade and Development

Submission and Publication Timeline:

Submission of First Draft via manuscriptcentral: 30 June, 2014
First round review comments returned to authors: 30 November, 2014
Resubmission of First-round selected papers via manuscriptcentral: 28 February, 2015
Second round review comments returned to authors (If necessary): 30 April, 2015
Final Decision: 31 May, 2015
Number of papers: 5 to 7 papers
Year of publication: Last issue of 2015 

Submission guidelines:

Authors are requested to submit their papers in structured abstract and follow “Author Guidelines (Manuscript Requirements)” mentioned on the JSMA, Emerald Publishers site (https://www.emeraldinsight.com/products/journals/author_guidelines.htm?id=jsma). Authors may contact the Editorial Assistant for assistance, if any.
Please submit your manuscripts to the online tracking system of JSMA, at http://mc.manuscriptcentral.com/jsma
This special issue will follow the double-blind review system and other editorial guidelines recommended by the Journal of Strategy and Management, Emerald Publishers.
 
Benefits to the contributors: There is one best paper award, which will be awarded by the Guest Editors.  

Authors may contact the Editorial Assistant, K. Srinivasa Reddy ([email protected]) for submission assistance and possible queries, if any.