global strategy journal – A sister publication to the prestigious Strategic Management Journal (Smj) and the Strategic Entrepreneurship Journal (Sej)
International and Global Strategy Assembling the Global Enterprise Strategic Management of
Global Enterprise Global Strategy and Inter-Organizational Networks Performance and Global
Global Strategy and the Global Business Environment Strategy and Location Comparative Stra
Global Innovation and Knowledge Strategies Global Strategy and Emerging Economies Inter
and Global Strategy Assembling the Global Enterprise Strategic Management of the Global E
Global Strategy and Inter-Organizational Networks Performance and Global Strategy Global
and the Global Business Environment Strategy and Location Comparative Strategies Global I
and Knowledge Strategies Global Strategy and Emerging Economies International and Global
Assembling the Global Enterprise Strategic Management of the Global Enterprise Global Stra
Inter-Organizational Networks Performance and Global Strategy Global Strategy and the G
Business Environment Strategy and Location Comparative Strategies Global Innovation and K
Strategies Global Strategy and Emerging Economies International and Global Strategy Assembli
Global Enterprise Strategic Management of the Global Enterprise Global Strategy and InterOrganizational Networks Performance and Global Strategy Global Strategy and the Global
Environment Strategy and Location Comparative Strategies Global Innovation and Knowled
Global Strategy and Emerging Economies International and Global Strategy Assembling the
Enterprise Strategic Management of the Global Enterprise Global Strategy and Inter-Organiz
Networks Performance and Global Strategy Global Strategy and the Global Business Enviro
Strategy and Location Comparative Strategies Global Innovation and Knowledge Strategies
Strategy and Emerging Economies International and Global Strategy Assembling the Global
Strategic Management of the Global Enterprise Global Strategy and Inter-Organizational Networ
Performance and Global Strategy Global Strategy and the Global Business Environment Stra
Location Comparative Strategies Global Innovation and Knowledge Strategies Global Strateg
Emerging Economies International and Global Strategy Assembling the Global Enterprise S
Management of the Global Enterprise Global Strategy and Inter-Organizational Networks Performa
and Global Strategy Global Strategy and the Global Business Environment Strategy and Loca
Comparative Strategies Global Innovation and Knowledge Strategies Global Strategy and Emergi
Economies International and Global Strategy Assembling the Global Enterprise Strategic M
of the Global Enterprise Global Strategy and Inter-Organizational Networks Performance a
Strategy Global Strategy and the Global Business Environment Strategy and Location Compara
Strategies Global Innovation and Knowledge Strategies Global Strategy and Emerging Economies
The Strategic Management Society
is pleased to announce
the launch of a new quarterly journal:
GLOBAL
STRATEGY
Global Strategy JournaL
Journal Topics Include:
Strategy and Location
Assembling the Global Enterprise
International and Global Strategy
Strategic Management of the Global Enterprise
Global Strategy and Inter-Organizational Networks
Global Strategy and the Global Business Environment
Global Innovation and Knowledge Strategies
Global Strategy and Emerging Economies
Performance and Global Strategy
Comparative Strategies
Vision Statement for the Global Strategy Journal
Global Strategy Journal is intended to be a top tier scholarly journal. Manuscripts will be double-blind reviewed by an editorial board
of experienced and research active peer scholars. The board will be supported by a team of Co-Editors and Associate Editors likewise
engaged in active research and with editorial experience at other high quality scholarly journals. In turn, these editors will be advised
by a Senior Advisory Board of respected scholars from the international strategy field. The editors and senior advisors will establish
the on-going policies governing the GSJ’s editorial review process, content and quality standards, which will be based on scientific
method, relevant theory, tested or testable propositions, and appropriate data and evidence, replicable by others and representing
original contributions. These policies will establish and maintain GSJ as a journal committed to high standards of intellectual rigor,
while explicitly avoiding cultural or institutional biases in favor of or in opposition to any specific research type or method, or any
specific source of such research. Reviews are expected to be open minded, developmental, and timely as well as rigorous and
demanding. When deemed appropriate and necessary, data and other sources of information will be archived by the journal and
made available to other researchers as a means of meeting the publication standards of GSJ.
The domain of GSJ, as implied by the journal name, will be the study of any and all aspects of the environment, organizations,
institutions, systems, individuals, actions, and decisions that are a part of or impinge on the practice or study of strategy and strategic
management of business and non-business organizations in the global context. By global, we explicitly mean any cross-border
activities described as international, global, transnational, multinational, multi-regional or by any other term that substantially implies
that the activities take place in multiple countries and/or are integrated across borders. This is an expansive vision which is intended
to be inclusive of both current and emergent areas of study. The journal will be defined clearly by its focus on international and
global organizational strategic management, rather than a universalistic approach to the study of strategy.
At the same time, the pursuit of research in international strategic management will apply, test, extend, and build theory that is
derived from or impacts the general discipline of strategic management. Empirical studies may be quantitative or qualitative, but
must investigate data that are, in some way, international in scope, and will be expected to apply, examine, and extend research
methods derived from strategic management research and research in other social science disciplines; they may also offer both
methodological advances and analytical results that can be generalized to the larger field of strategic management and possibly
other disciplines as well. Primarily empirical investigations, whether based on quantitative, qualitative, or case-based data and
methods, that provide scholarly insights into the study of international strategic management through methodological rigor and
relevant and important results, even with limited explicit testing or development of management theory, also fall within the domain
of GSJ. The journal also is explicitly interested in conceptual papers that are grounded in social sciences theory and that further the
development of theory in global strategy or strategic management. Finally, GSJ is specifically committed to respect methodological
and philosophical differences across national scholarly traditions, while still maintaining high standards of academic quality and rigor.
The first volume of the Global Strategy Journal (GSJ) will be published in 2011 as a two part special issue. This first volume is
intended to define the topical domain as well as the standards of the new journal.
The domain definition will be presented through two invited papers for each of the ten topic areas prepared by prominent
scholars working in the domain of the topics and content that the GSJ will publish. The invited authors will help define and
extend cutting edge issues in each of the ten topic areas and defined more extensively in the Vision Statement.
From the second volume onward, the GSJ will publish papers that are selected through a rigorous competitive review process
and which meet the standards of the journal, in four issues per year. Your submissions are invited.
Editorial Leadership of the Global Strategy Journal
Co-Editors
Associate Editors
Stephen Tallman is the E. Claiborne Robins Distinguished
Professor of Business at the University of Richmond. He earned
his Ph.D. in strategy and international business from UCLA in
1988. He has served on the editorial review boards of several
journals, including SMJ, and has been an Associate Editor of SMJ
since January 2007. He has co-authored or edited three books
relating to international strategy, and has published numerous
book chapters and journal articles in a variety of outlets.
Torben Pedersen is Professor of International Business
at the Copenhagen Business School’s Center for Strategic
Management and Globalization. He has published numerous
articles and books concerning the managerial and strategic
aspects of globalization. His research on the interface between
strategy, institutional economics and international business has
appeared in prominent journals.
Senior Advisory Board
Farok Contractor
Rutgers University
Marjorie Lyles
Indiana University
Jose de la Torre
Florida International University
Kendall Roth
University of South Carolina
Anil Gupta
University of Maryland
Eleanor Westney
York University
Mitchell Koza
Rutgers University
George Yip
Erasmus University Rotterdam
Yadong Luo
University of Miami
Africa Arino
IESE Business
School
Kazuhiro
Asakawa
Keio University
Ram Mudambi
Temple University
Subramanian
Rangan
INSEAD
James A. Robins
WU-Vienna
Myles Shaver
University of
Minnesota
Editorial Review Board
While the Editorial Board continues to develop through invitations to its complement, the current members of that board are:
Ruth Aguilera
University of Illinois-Urbana
Champaign
Juan Alcacer
Harvard University
Paul Almeida
Georgetown University
Bjorn Ambos
WU-Vienna
Jaideep Anand
Ohio State University
Ulf Andersson
Copenhagen Business School
Rene Belderbos
Catholic University of Leuven
Gabriel Benito
BI Norwegian School of
Management
John Cantwell
Rutgers University
Thomas Hutzschenreuter
WHU
Bill Newburry
Florida International University
Taotao Chen
Tsinghua University
Andrew Inkpen
Thunderbird School of Global
Management
Ronaldo Parente
Rutgers University
Wilbur Chung
University of Maryland
Simon Collinson
University of Warwick
Alvaro Cuervo-Cazurra
University of South Carolina
Tina Dacin
Queen’s University
Timothy Devinney
University of Technology-Sydney
Jonathan Doh
Villanova University
Igor Filatotchev
City University London
Sjoerd Beugelsdijk
University of Groningen
Karin Fladmoe-Lindquist
University of Utah
Julian Birkinshaw
London Business School
Alfonso Gambardella
Bocconi University
Justin Jansen
Erasmus University Rotterdam
Tarun Khanna
Harvard University
Sumit Kundu
Florida International University
JT Li
Hong Kong University of Science &
Technology
Anupama Phene
George Washington University
Lucia Piscitello
Polytechnic University of Milan
Bertrand Quelin
HEC-Paris
Ravi Ramamurti
Northeastern University
Jeffrey Reuer
Purdue University
Anoop Madhok
York University
Akbar Zaheer
University of Minnesota
Shige Makino
Chinese University of Hong Kong
Bennet Zelner
Duke University
Klaus Meyer
Bath University
Minyuan Zhao
University of Michigan
Rajneesh Narula
Reading University
These themes support the vision statement by offering a more detailed description of the perceived boundaries of the field of global strategy. The set of
specific themes that follows should be considered as the current expression of a set of dynamic concepts. They are expected to evolve over time, but today
prompt such questions as:
International and Global Strategy
Strategic Management of the Global Enterprise
The essence of global strategy is an expansive world vision that considers
the possibilities of every location as a market and as a source of competitive
advantage, both alone and when integrated with the rest of the firm.
Global enterprises must craft strategies for international expansion,
diversification, and integration to develop, protect, and exploit their
resources and capabilities. Determinations of geographical scope and degree
of coordination must be taken with respect to a world-wide competitive
environment. Concerns for both strategy processes and strategic goals and
objectives are deepened in the transnational setting. How has global strategy
co-evolved with an emerging global marketplace? To what extent have the
drivers of global growth and diversification changed in today’s “new normal”
of increased uncertainty and rapid change? How are multinational sourcing
strategies driving ongoing internationalization and globalization?
An important aspect of international strategic management involves selecting
and developing the governance structures and functions of global firms
and their component organizations, including organizational architecture,
management systems, managing resources and capabilities, networking
of subsidiary organizations, and managing operational strategies and
information sharing in organizations engaged in substantial operations across
national borders or located in multiple national environments. Managing
the internationally dispersed and often deeply integrated activities of global
multi-business enterprises is a complex, evolving, but essential capability of
such firms. Non-market strategies of pursuing corporate social responsibilities
and working with critical stakeholders in host nations or on a global basis
are increasingly important to pursuing competitive advantage and reducing
environmental and competitive risks for global organizations. What strategic
imperatives will drive new forms of global organization in the 21st Century?
Global enterprises are described as network organizations – what does this
mean for internal management processes, innovation, and collaboration across
borders? How will the sources of stability and growth of global organizations
be redefined in a hyper-competitive global market? How do non-market
strategies best complement market strategies? Has the balance of concerns for
asset protection and asset development changed? As organizational structure
is so apparent in global enterprises, what can we learn from these firms about
theories of strategic management of organizations in general?
Assembling the Global Enterprise
In order to pursue their strategic objectives, global enterprises must access
a wide range of resources, capabilities, brands, markets, and technologies
from world-wide locations. This process of building a resource base
for the enterprise may involve cross-border mergers and acquisitions,
international alliances and joint ventures, formal and informal networking,
internal development, and offshored/outsourced value-adding activities.
Determinations of the breadth of international dispersion and the degree
of global integration of resources and activities are increasingly essential to
competitive success, but standard models of transactional governance seem
to have limits in an interactive, integrated environment. How do multinational
firms identify and access location-specific resources in a diverse global
environment? How have the roles of assembly strategies such as acquisitions,
alliances, or licensing changed in response to global sourcing opportunities
and market demands? How do dynamic capabilities for organizational
assembly both drive and delimit the structure and performance of global
firms? How can global “rightsourcing” be used to create a sustainably
innovative organization? How is developing information technology changing
the basic drivers of decisions about the need for internalizing control of
valuable resources and capabilities in global enterprises?
Global Strategy and Inter-Organizational
Networks
While multinational enterprises may be network organizations, they are
also widely seen as entities functioning within larger networks of affiliated,
but not internalized, firms, institutions, and activities. Collaboration at all
stages of the value chain across organizational as well as national boundaries
has become a essential feature of global strategic management, as has
cooperation with partners on a smaller scale within many local host settings.
The global firm may function as the leader or flagship of its network, but it
must do so through communication and collaboration mechanisms rather
than the command and control relationships of internalized hierarchy. Does
ownership matter, or is access to resources and capabilities a more efficient
position in a changing world? How can inter-organizational supply and
distribution network relationships be managed to generate competitive
advantage for global enterprises? How and when should global businesses
pursue collaborative relationships with nonprofits and other non-economic
actors in both global and host country settings?
Performance and Global Strategy
Consistently relating the activities of the organization to its performance
is essential to a strategic perspective. Performance is a broad concept with
many manifestations, made even more complex by operations in multiple
markets with varying degrees of global integration. Defining and measuring
the many aspects of performance for global organizations, and establishing
their limits, are constant and evolving challenges. Strategic performance must
consider the risks and uncertainties involved in most actions, considerations
that again are more complicated in the global environment. Are the drivers
of performance for global organizations in a rapidly evolving world strategic
or managerial in nature? How is performance best defined, measured, and
delimited for different actions in the international setting? How do widely
dispersed organizations balance local and global performance levels? How do
enterprise-level global strategy and strategic management affect the levels of
different performance measures in the global multi-business firm? How have
the ties between vertical and horizontal internalization and enterprise-level
performance changed in the ever more interconnected global environment?
Comparative Strategies
Even when firms function individually within the boundaries of their domestic
markets, the differences between their strategies can offer insights for the
global strategist. Strategy is not managed in the same way everywhere, but
responds to differences in local context. The comparative study of strategic
management in two or more countries with the explicit or implicit objective
of understanding the moderating effects of varying national environments
on strategic management can provide great insight on the practice and
theory of strategy. What aspects of strategy and strategic management are
universal? How do contextual differences drive strategic and organizational
differences? How do strategic concepts and strategic management practices
diffuse across national boundaries? When can practices from one location be
transplanted to another successfully?
Global Strategy and the Global Business
Environment
All organizations interact with their environments; the complexity of the
global business environment makes this interaction particularly critical to
crafting strategies for the global firm. Global strategy must incorporate
aspects and effects of the GBE, to include concern for the status of the
global economy and international capital markets, the effect of political
agreements or strife, cultural and institutional differences, levels of
technological development, and other global and regional issues as they
affect strategy, strategic management, or performance of organizations.
A notable characteristic of international markets is the presence of multiple
sovereign nation-states as economic actors. Global strategies must be tied
to political and other non-market strategies to capture the value that they
create. How do enterprise-level strategies and organizational characteristics
co-evolve with exogenous global conditions when equilibrium seems to
be an obsolescing concept? Is sustainable competitive advantage a useful
construct under constantly changing political, economic, institutional, or
cultural conditions? When and how can the actions of global firms change
the global business environment? How can global enterprises use nonmarket strategies to manage exposure to the inherent uncertainty of the
GBE? How does the interaction of political theory and strategic management
theory inform our study of global enterprises?
Global Innovation and Knowledge Strategies
Managing innovation and knowledge transfer is clearly an aspect of
strategic management in any setting, but the importance of these activities
to the modern multinational, transnational, metanational, or global multibusiness firm suggests that such strategies merit specific emphasis. Current
models see the global enterprise primarily as an arbitrageur and combiner
of knowledge derived from multiple sites and brought together in some
centralized process. Concerns for intellectual property development and
protection, multinational and global R&D, moving knowledge across borders
and distance, and the global architecture of innovation and application of
knowledge are core concerns. How do global firms access knowledge held
in multiple locations? How can unique knowledge be moved effectively and
efficiently through intra- and extra-organizational networks of alliances?
What is the function of the headquarters in a global knowledge-driven
strategy? Innovation is often tied to the “born global” concept – is this
justified and economically advantageous? Globally networked research and
development is coming to be seen as a major source of potential competitive
advantage, but also as a complex and costly activity – how are such activities
best managed for sustained competitive advantage?
Strategy and Location
The overall global business environment affects enterprise-level strategies,
but the specific characteristics of local environments are equally important
to choosing locations for expanding markets or resource bases, setting
up offshore operations, and diversifying operating risks. Concerns
about cultural, institutional, geographical, economic, technological, and
development distance affect decisions about where and how to sell products,
source inputs and resources, and establish operations. Avoiding the hazards
and exploiting the benefits of differences between locations is the essence
of global strategy. How are sovereign risk factors manifested and managed
in an integrated global environment? How do distance effects and the
liabilities of foreignness impact entry strategies, subsidiary governance,
and performance outcomes? When and how do locational differences limit
integration strategies? How do global enterprises best access the benefits
and limit the risks of locating in industry clusters? How is offshoring of
production and services best managed for strategic advantage?
Global Strategy and Emerging Economies
The importance of the global environment and of specific locations to
global and international strategies has been established. However, the rapid
emergence of new market economies has profound implications for the
world economy and for the practice and study of global strategy. Doubling
the size of global consumer markets has begun a fundamental revision
of the “relevant global market” far beyond the concept of the Industrial
Triad, whether looking at emerging middle classes or the “bottom of the
pyramid”. Offshore production of goods and services in emerging nations
has energized international political discussion, brought new focus to the
non-governmental social welfare sector, and redefined the concept of
relevant stakeholders as well as expanding the scope of global sourcing
strategies. Multinational enterprises from emerging economies are absorbing
established firms in industrial nations and may well dominate international
merger and acquisition activities in the near future while traditional global
enterprises are facing fundamental changes in their non-market strategies.
How must global strategy adapt to emerging markets with their large
numbers and large income disparities? Is offshoring value adding activities
to emerging economies a strategic benefit or an existential threat to the
industrial world? How will “reverse foreign direct investment” through
acquisition and startup from these countries into the established industrial
economies engender fundamental change and force development of new
strategies in these countries? How will enterprise-level strategic positioning
be affected by newly emerging patterns in international capital markets and
national financial assets?
Submissons
While Volume One represents an invited, special issue,
all subsequent issues are intended to be of a competitive nature.
The Global Strategy Journal invites your submissions.
For information as to the form of submission, including
style and other submission guidelines, please visit
gsj.strategicmanagement.net or contact the Managing Editor.
Lois Gast, Managing Editor
Global Strategy Journal
425 W State Street
Purdue University
West Lafayette, Indiana, 47907-2056 USA
Telephone: 765-496 2324
Facsimile: 765-494 7506
Email: lgast@wiley.com
NEW!
Sister Publication To The Prestigious
Strategic Management Journal (SMJ) and the
Strategic Entrepreneurship Journal (SEJ)
VOLUME 1 NUMBER 1
GLOBAL
STRATEGY
gsj.strategicmanagement.net
For more information about
the Global Strategy Journal,
its launch, the editorial leadership,
and the submission process, please visit
gsj.strategicmanagement.net
A Professional Society For The Advancement Of Strategic Management
The Strategic Management Society (SMS) is unique in bringing together the worlds of reflective practice
and thoughtful scholarship. The Society consists of more than 2,500 members representing over 65
different countries. Membership, composed of academics, business practitioners, and consultants, focuses
its attention on the development and dissemination of insights on the strategic management process, as
well as fostering contacts and interchange around the world.
The Society is probably best known through the Strategic Management Journal (SMJ) published by John
Wiley & Sons. This Class A journal has become the leading scholarly publication in the field of Strategic
Management and is consistently rated one of the top publications in the management area. The Society
launched a new quarterly journal, the Strategic Entrepreneurship Journal (SEJ) in 2007 and will now start a
third quarterly journal, the Global Strategy Journal (GSJ). The intent is for the GSJ and the SEJ to soon also
become a Class A journal and to promote the development and dissemination of advances in the field by
maintaining the highest standards of intellectual thought combined with practical relevance, just as their
sister publication SMJ has done for many years.
SMS Executive Office • Rice Building, Suite 215 • 815 W Van Buren Street • Chicago IL 60607-3567 USA
Phone +1 312 492 6224 • Fax +1 312 492 6223 • sms@strategicmanagement.net • www.strategicmanagement.net
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