|Publication:||Industrial Marketing Management|
|Title:||Managing B2B Relationship with Emerging Market Partners|
|Type:||Journal Special Issue|
|Editors:||Daekwan Kim (Florida State University), Ruey-Jer “Bryan” Jean (National Chengchi University), Tomas Hult (Michigan State University)|
|Deadline:||March 15, 2019|
Overview and Purpose of the special issue
While rapidly globalizing, contemporary multinational firms are increasingly dealing with suppliers and customers in emerging markets including China, India, and Brazil, among many other countries (Simões, Singh, & Perin, 2015) and given their unique business practices stemming from the locally prevalent cultures and unique institutions (Sheth, 2011), managers at multinational firms or local companies doing business in those markets need to understand their relationship management protocols to stay abreast on the potential strategic implications of local relationship management practices (Hewett & Krasnikov, 2016). For examples, institutional voids such as weak intellectual property rights in emerging markets challenge firms’ decisions in sharing new product development and technology in their global supply chains (Chang, Bai, & Li, 2015; Murphy & Li, 2015). However, our efforts to understand the required actions to deal with knowledge on how institutional and cultural environments in emerging markets shape local relationship management protocols fall short of the current business practices in such markets (Kumar, 2014). While selected few streams of literature serves well in that regard, there is a compelling need for additional research to further our understanding on the relationship management practiced by both multinational managers and local business partners in emerging markets (Murphy & Li, 2015; Sheth, 2011).
Preparation and submission of paper and review process
Papers submitted must not have been published, accepted for publication, or presently be under consideration for publication elsewhere. Submissions should be about 6,000-8,000 words in length. Copies should be uploaded on Industrial Marketing Management’s homepage through the EVISE system. You need to upload your paper using the dropdown box for the special issue on “Managing B2B Relationship with Emerging Market Partners”. For guidelines, visit http://www.elsevier.com/wps/find/journaldescription.cws_home/505720/authorinstructions. Papers not complying with the notes for contributors (cf. homepage) or poorly written will be desk rejected. Suitable papers will be subjected to a double-blind review; hence, authors must not identify themselves in the body of their paper. (Please do not submit a Word file with “track changes” active or a PDF file.)
Please address all questions to the guest editors:
Daekwan Kim, Florida State University, USA (firstname.lastname@example.org)
Chang, J., Bai, X., & Li, J. J. 2015. The Influence of Institutional Forces on International Joint Ventures' Foreign Parents' Opportunism and Relationship Extendedness. Journal of International Marketing, 23(2): 73-93.
Hewett, K. & Krasnikov, A. V. 2016. Investing in Buyer–Seller Relationships in Transitional Markets: A Market-Based Assets Perspective. Journal of International Marketing, 24(1): 57-81.
Kumar, V. 2014. Understanding Cultural Differences in Innovation: A Conceptual Framework and Future Research Directions. Journal of International Marketing, 22(3): 1-29.
Murphy, W. H. & Li, N. 2015. Government, company, and dyadic factors affecting key account management performance in China: Propositions to provoke research. Industrial Marketing Management, 51: 115-21.
Sheth, J. N. 2011. Impact of Emerging Markets on Marketing: Rethinking Existing Perspectives and Practices. Journal of Marketing, 75(4): 166-82.
Simões, C., Singh, J., & Perin, M. G. 2015. Corporate brand expressions in business-to-business companies' websites: Evidence from Brazil and India. Industrial Marketing Management, 51: 59-68.
Vincent-Lancrin, S. 2006. What is Changing in Academic Research? Trends and Futures Scenarios. European Journal of Education, 41(2): 169-202.