13^th MBAcademy International Conference on Management Businesses Organisation and Innovation (IMBAC2018)

SPECIAL ISSUES

International Journal of Cross Cultural Management

28 and 29 June 2019

Athens, Greece

CALL FOR PAPERS

Digitisation is profoundly changing our cultural experience, not only in terms of new technology-based access, production and dissemination, but also in terms of participation and creation, and learning and partaking in a knowledge society. Digitalisation is changing the perspective of managers in dealing with cross-cultural management issues. International markets have become increasingly complex. Technological advancements are challenging traditional management and organisational theories. The emergence of novel and powerful digital technologies, platforms and infrastructures (e.g., social media, crowdsourcing/crowdfunding, mobile computing, cloud computing, 3D printing, data analytics, digital makerspaces, virtual worlds, Internet of Things, blockchain) has transformed areas such as innovation and entrepreneurship in significant ways with broad organizational and policy implications. This has led to implications in the way we think about cross-cultural management, the subject of cross-cultural management scholarship and for international and cross-cultural management practice (Leonard et al., 2011; Nambisan, 2017; Nambisan et al., 2017; Yoo et al., 2010).

The emergence of new digital technologies, awareness of corporate social responsibility and the greater and changing need for innovation and problem-solving skills are becoming a de-facto part of the everyday management agenda. Increasing globalization has made the world smaller and more competitive. Socio-cultural and socio-political issues affect businesses at an unprecedented speed, yet academic research is not evolving fast enough to develop concepts and techniques needed by practitioners, especially in domains such as cross-cultural management. At the same time, management education is failing to provide the right skills, leaving the individual with the burden of constantly learning and adapting to the globalized business and social environment.

Unlike programmes that have been specifically written for technological advancements, valid measures for promoting innovation, social responsibility, the circular and sharing economy are not available to managers. Furthermore, operating in a dynamic environment that cannot be separated from terror and fear, often fuelled by a lack of cross-cultural understanding, does not allow managers to focus on the consequences of decisions made at the macro level and take initiatives that will lead to sustainability. Therefore, a key question to be answered in these turbulent times is, how is it possible for corporations to incorporate safety, security, and satisfaction of stakeholders in the design of their business models while they are struggling to achieve sustainability goals related to the environment and climate change? Considering the multi-dimensionality of technological advancements and sustainability within the global context, managers need to know how to direct their efforts towards social development issues in cross-cultural management and international market?

Research studies that have discussed social development challenges have failed to consider the challenges faced by managers working in this context. There is scant recognition of the gap that exists between academics and practitioners. Therefore, it becomes a moral obligation for scholars to address this need for understanding the significance of technological advancements and big data analytics in cross-cultural management discipline for innovation and socio-economic development of society. We have limited understanding of the potential in digitalisation and its implications in cross-cultural management studies will help policymakers, entrepreneurs and firms to understand the needs of society, their stakeholders, streamline administrative complexities and identify new business opportunities when the circular and sharing economy has become more pervasive around the world. Therefore, it is important to know how organisations and their stakeholders can improve management practices and organisational strategies, resources and capabilities to succeed in maximizing the value of these new possibilities and, especially, what part business education can play. At present, these questions remain unanswered.

In view of the above, the proposed special issue aims to include the following (but not limited to) topics and questions of interest in the cross-cultural study of the impact of digitalisation:

• Innovation and sustainability in international markets
• Organizational culture and change management
• Role of global culture in international market
• Social-entrepreneurship and innovation
• Entrepreneurial behavior
• International customer relationship management, corporate marketing and reputation management
• International new product innovation
• International retailing innovation
• SME’s internationalization
• SME’s performance
• Human resource management
• International buyer-seller relationships
• Overcoming the barriers to socio-economic development
• Globalization, standardization, and adaptation
• Innovation management creative industries
• Eco-systems
• Ethical implications
• Organisation commitment and effectiveness

We would like to see profound and rigorous theoretical and managerial contributions that substantially advance and challenge existing theories used in cross-cultural management, business research, performance and competitive advantage. As such articles must be able to demonstrate clearly a significant contribution to cross-cultural management scholarship.

We have no a priori preferences regarding the theoretical stance or methodological approach. We welcome papers using traditional methodologies, survey, qualitative research as well as emerging innovative approaches including the use of algorithms, contrarian case analysis and fuzzy set qualitative comparative analysis (fsQCA).

All manuscripts should apply the general author guidelines for the International Journal of Cross Cultral Management (http://journals.sagepub.com/home/ccm). Manuscripts should not have been previously published or be under consideration by other journals.

Submission Deadline: TBC
Decisions: Decision: TBC
Expected Publication: TBC

References:

Agrawal, A., Catalini, C., & Goldfarb, A. (2014). Some simple economics of crowdfunding. Innovation Policy and the Economy, 14(1), 63-97.

Bruton, G., Khavul, S., Siegel, D., & Wright, M. (2015). New financial alternatives in seeding entrepreneurship: Microfinance, crowdfunding, and peer-to-peer innovations. Entrepreneurship Theory and Practice, 39(1), 9-26.

Chandra, Y., & Leenders, M. A. (2012). User innovation and entrepreneurship in the virtual world: A study of Second Life residents. Technovation, 32(7), 464-476.

Fischer, E. & Reuber, A. R. (2011). Social interaction via new social media:(How) can interactions on Twitter affect effectual thinking and behavior? Journal of Business Venturing, 26(1): 1–18.

Moustafa Leonard, K., Van Scotter, J. R., Pakdil, F., Jbeily Chamseddine, N., Esatoglu, E., Gumus, M., ... & Oktem, M. K. (2011). Examining media effectiveness across cultures and national borders: A review and multilevel framework. International Journal of Cross Cultural Management, 11(1), 83-103.

Nambisan, S. (2017). Digital entrepreneurship: Toward a digital technology perspective of entrepreneurship. Entrepreneurship Theory & Practice, 41(6), 1029–1055.

Nambisan, S., Lyytinen, K., Majchrzak, A. & M. Song. (2017). Digital innovation management: Reinventing innovation management research in a digital world. MIS Quarterly, 41(1), 223-238.

Yoo, Y., Henfridsson, O., & Lyytinen, K. (2010). The new organizing logic of digital innovation: an agenda for information systems research. Information Systems Research, 21(4), 724-735

Younkin, P., & Kashkooli, K. (2016). What problems does crowdfunding solve? California Management Review, 58(2), 20-43.

This conference will provide academics and practitioners with the unique opportunity to explore and discuss Digitalisation and cross-cultural management: The Internationalization of Innovation, and Entrepreneurship in an open, friendly and informal atmosphere. Best papers will be selected for a potential publication in the the Internaltiona Journal of Cross Cultrual¶ Management.

Format for Extended Abstract

Papers should follow the Conference style. English is the language of the Conference and all related publications.

Length
Extended abstract 1000 words.

Contend

• Purpose and objectives of the paper
• Originality – what is new about it?
• Research methodology
• Findings and discussion
• Theoretical and practical implications
• Research limitations
• Conclusion

Format for full Papers

Papers should follow the International Journal of Cross Cultral Management style. English is the language of the Conference and all related publications.

Length
Full-length articles: 6,000 words in total, including references and a maximum of 5 tables/figures.

Journal requirements for submitted papers:
Before submitting your paper to the journal special issue, you MUST ensure that you have fulfilled all of that journal’s style requirements. Consider hiring a professional copyeditor to assist with your revision if necessary. Please see the guideline for authors by clicking here.

Copyediting is mandatory for acceptance for publication in elite international journals. The ISI-ranked journal Editor-in-Chief and/or publisher will reject any paper that does not meet the journal’s style requirements.

KEY DATES

Submission of abstract and registration opens: February 1st
Deadline for the submission of abstract/papers: May 15th
Feedback to papers: May 25th
Deadline for submission of full papers: June 1

ORGANISING COMMITTEES

FURTHER INFORMATION

Conference Fees and Registration             

A selection of papers presented at the Conference will be invited to be reviewed for fast-track review and potential publication in one of the following journals and/or an edited book:

International Journal of Cross Cultural Mangement