Special issue call for papers:
Institutional Technologies and the New Frontiers of International Marketing and Global Supply Chain Management
Introduction and background:
The dynamics of international marketing and global supply chain management (SCM) have undergone significant transformations in recent years (Gligor et al., 2019; Gölgeci et al., 2019; Gölgeci & Kuivalainen, 2020). With the growth of globalization and advances in technology, firms now have access to an increasing number of markets and suppliers from all over the world. This is particularly true given the emergence of institutional technologies (Allen et al., 2020). Institutional technologies are those that help ease transaction and networking costs among different organizations, and traditional forms of such "technology" include organizations, markets, and networks (Allen et al., 2020). More recently, innovation in institutional technology involves digital technology frameworks such as platform markets and platform ecosystems (Cennamo, 2021), and technologies such as blockchain, smart contracts, and tokenization (Chen et al., 2021; Murray et al., 2021; Vergne, 2020). These types of institutional technologies modify how different businesses operate, collaborate, and coordinate their operations in the global context. Furthermore, such technologies have the potential to enhance supply chain visibility, optimize logistics (Gligor et al., 2022), streamline operations, and enable targeted and personalized international marketing campaigns (Davenport et al., 2020; Laurell, 2018). As such, institutional technologies encompass a wide range of institutional frameworks, standards, and systems that facilitate and regulate business operations at a global level and play a crucial role in shaping the landscape of international marketing and global SCM.
One significant aspect of institutional technologies is their impact on enhancing transparency, traceability, and trust in international marketing and global SCM. For instance, blockchain technology enables the creation of secure and immutable digital ledgers, allowing for the transparent tracking and verification of transactions and supply chain activities (Gligor et al., 2022). This not only enhances the efficiency and security of global supply chains but also enables firms to demonstrate ethical and sustainable practices to consumers. Moreover, institutional technologies provide valuable tools for data analytics and real-time information sharing (Hallikainen et al., 2020), enabling firms to make informed decisions and respond promptly to changes in the global market. With the help of artificial intelligence (Davenport et al., 2020) and big data analytics (Hallikainen et al., 2020), firms can gather and analyze vast amounts of data to gain valuable insights into customer behavior, market trends, and supply chain performance. This knowledge empowers firms to develop effective marketing strategies, optimize supply chain processes, and improve customer satisfaction. Institutional technologies also have a transformative effect on global supply chain coordination and collaboration (Chae et al., 2005). Digital platforms, cloud-based systems, and mobile technologies facilitate seamless communication and collaboration among global partners (Elliot et al., 2018), enabling efficient information exchange, inventory management, and coordination of activities across the supply chain (Esposito De Falco et al., 2017; Helfat & Raubitschek, 2018). This fosters closer relationships between international marketing teams and supply chain stakeholders, leading to improved efficiency, reduced costs, and increased responsiveness to customer demands. Furthermore, institutional technologies have a significant impact on international market entry and expansion (Zhao & Priporas, 2017). E-commerce platforms and digital marketing tools provide firms with unprecedented access to global markets, enabling them to reach a wider customer base and overcome geographical barriers. These technologies facilitate targeted marketing campaigns, personalized customer experiences, and efficient order fulfillment, thereby enhancing firms' competitiveness in the global marketplace.
Despite the potential benefits, the adoption and integration of institutional technologies in international marketing and global SCM come with challenges. These include issues related to data privacy and security, compatibility and interoperability of systems, as well as the need for talent with digital skills and expertise. Additionally, the fast-paced nature of technological advancements requires firms to continuously update their knowledge and adapt their strategies to leverage the full potential of institutional technologies. Finally, as the adoption of institutional technologies is not only a technological but also a socially constructed process (Janin Rivolin, 2012), there are potential challenges in the adoption of those across different individuals, organizations, ecosystems, and even nations (see also Dąbrowska et al., 2022).
Furthermore, while the interdependencies and connections between international marketing and global SCM have been long recognized in the literature (Flint, 2004; Hult, 2004; Min et al., 2019), there is a limited understanding of how these functions intersect and collaborate in the era of institutional technologies. Existing research has primarily focused on studying each domain in isolation, overlooking the dynamic interactions and synergies that emerge when these areas converge. Moreover, while some research has focused on the role of institutional technologies in international marketing and global SCM (Elliot et al., 2018; Gligor et al., 2022; Laurell, 2018), there has been limited research on the interplay between the two areas. Thus, as the technological landscape continues to evolve rapidly, it is imperative to understand the interaction between international marketing and global SCM in the context of institutional technologies and their implications for organizational performance and competitiveness. This exciting gap in the literature presents a significant opportunity for researchers to explore the interplay between international marketing and global SCM and how institutional technologies influence their integration, strategies, and outcomes between two.
Purpose and potential topics:
The purpose of this special issue is to provide a comprehensive understanding of the challenges and opportunities associated with managing the interface between international marketing and global SCM, particularly in the context of evolving institutional technologies. We seek in-depth research that examines the adoption, implementation, and impact of these technologies on various aspects of international marketing and supply chain operations. We encourage studies that shed light on the opportunities, challenges, and best practices in harnessing institutional technologies to drive efficiency, innovation, and sustainability in the global business context. Through the lens of institutional technologies, we can improve our understanding of the potential interplay between international marketing and global SCM and provide practical insights for organizations navigating the complexities of the global marketplace. We seek contributions that not only capture the current state of knowledge but also push the boundaries of research in this interdisciplinary area. We welcome original empirical research papers, literature reviews, conceptual and theoretical papers, and case studies that explore various aspects of the interplay between international marketing and global SCM amid the evolution of institutional technologies. We encourage submissions from scholars across different disciplines, including marketing, SCM, operations management, and information systems.
Topics of interest include, but are not limited to:
Research Theme 1: Institutional Technologies and Their Role in International Marketing and Global SCM
· The impact of institutional technologies on global SCM capabilities, global consumer culture, and global brand strategies
Research Theme 2: Institutional Technologies and Digital Transformation in Global SCM and International Marketing
Research Theme 3: Organizational and Cross-Cultural Perspectives on Global SCM and International Marketing in the Digital Age
Submitted manuscripts must adhere to the scope, standards, format, and editorial policy of International Marketing Review. Authors are invited to submit their full papers following the author guidelines provided by International Marketing Review. All papers must be submitted through the official International Marketing Review submission system between 1st August 2024 and 30th September 2024, indicating that the submission is for this special issue. All submissions will undergo a rigorous peer-review process. Manuscripts should be original and not published or under review elsewhere.
Manuscript submission window: 1st August – 30th September 2024
First round decisions: December 2024
Revisions and final paper submission: Winter 2024 and Summer 2025
Expected publication: December 2025
Ismail Golgeci, Associate Professor, Department of Business Development & Technology, School of Business and Social Sciences, Aarhus University, Denmark. Email: email@example.com
Paavo Ritala, Professor of Strategy and Innovation, Business School, LUT University, Finland. Email: firstname.lastname@example.org
Goksel Yalcinkaya, Professor of Marketing, Marketing Department, Peter T. Paul College of Business and Economics, University of New Hampshire, USA. Email: Goksel.email@example.com
Ahmad Arslan, Professor, Department of Marketing, Management & International Business, Oulu Business School, University of Oulu, Finland. Email: firstname.lastname@example.org
For inquiries and submission of manuscripts, please contact the guest editors.
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Laurell, H. (2018), "An international new venture's commercialization of a medical technology innovation: The role of institutional healthcare settings", International Marketing Review, Vol. 35 No. 1, pp. 136-163.
Min, S., Zacharia, Z.G. and Smith, C.D. (2019), "Defining Supply Chain Management: In the Past, Present, and Future", Journal of Business Logistics, Vol. 40 No. 1, pp. 44-55.
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