View Thread

IMR Special issue call for papers: Institutional Technologies and the New Frontiers of International Marketing and Global Supply Chain Management

  • 1.  IMR Special issue call for papers: Institutional Technologies and the New Frontiers of International Marketing and Global Supply Chain Management

    Posted 11-03-2023 05:52

    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

    • Theoretical perspectives on the interplay between international marketing and global SCM in the context of institutional technology evolution
    • The impact of institutional technologies on the relationship between international marketing and global SCM
    • Strategies, governance models, and coordination mechanisms for managing the interplay between international marketing and global SCM in the context of institutional technology evolution
    • Case studies of firms that have successfully managed the interplay between international marketing and global SCM in the context of institutional technology evolution
    • The role of cross-functional collaboration in managing the interplay between international marketing and global SCM in the context of institutional technology evolution
    • Sustainability and ethical considerations in the integration of international marketing and global SCM through institutional technologies

    ·         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

    • Digital transformation as a driver of institutional technology evolution and adoption, and their implications for international marketing and global SCM
    • Role of blockchain and smart contracts in enhancing supply chain as well as international marketing operations' visibility, traceability, and trust
    • Leveraging institutional technologies in optimizing, integrating, and configuring the coordination of global supply chain processes and international marketing campaigns
    • New digital infrastructures and platforms that configure the organizational relationships and power structures in international marketing and global SCM

    Research Theme 3: Organizational and Cross-Cultural Perspectives on Global SCM and International Marketing in the Digital Age

    • Cross-cultural challenges and opportunities in managing global supply chains and international marketing efforts in the era of institutional technologies
    • Cultural intelligence and acculturation for effective application and leverage of international marketing and global SCM practices in the digital age
    • Institutions, technological innovations, international marketing and global SCM strategies

    Submission Guidelines:

    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.

    Important Dates:

    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

    Guest Editors:

    Ismail Golgeci, Associate Professor, Department of Business Development & Technology, School of Business and Social Sciences, Aarhus University, Denmark. Email: i.golgeci@btech.au.dk

    Paavo Ritala, Professor of Strategy and Innovation, Business School, LUT University, Finland. Email: ritala@lut.fi

    Goksel Yalcinkaya, Professor of Marketing, Marketing Department, Peter T. Paul College of Business and Economics, University of New Hampshire, USA. Email: Goksel.yalcinkaya@unh.edu

    Ahmad Arslan, Professor, Department of Marketing, Management & International Business, Oulu Business School, University of Oulu, Finland. Email: ahmad.arslan@oulu.fi

    Contact:

    For inquiries and submission of manuscripts, please contact the guest editors.

     

    References

    Allen, D.W.E., Berg, C., Markey-Towler, B., Novak, M. and Potts, J. (2020), "Blockchain and the evolution of institutional technologies: Implications for innovation policy", Research Policy, Vol. 49 No. 1, pp. 103865.

    Cennamo, C. (2021), "Competing in digital markets: A platform-based perspective", Academy of Management Perspectives, Vol. 35 No. 2, pp. 265-291.

    Chae, B., Yen, H.R. and Sheu, C. (2005), "Information technology and supply chain collaboration: Moderating effects of existing relationships between partners", IEEE transactions on engineering management, Vol. 52 No. 4, pp. 440-448.

    Chen, Y., Richter, J.I. and Patel, P.C. (2021), "Decentralized governance of digital platforms", Journal of Management, Vol. 47 No. 5, pp. 1305-1337.

    Dąbrowska, J., Almpanopoulou, A., Brem, A., Chesbrough, H., Cucino, V., Di Minin, A., Giones, F., Hakala, H., Marullo, C., Mention, A.-L., Mortara, L., Nørskov, S., Nylund, P.A., Oddo, C.M., Radziwon, A. and Ritala, P. (2022), "Digital transformation, for better or worse: a critical multi-level research agenda", R&D Management, Vol. 52 No. 5, pp. 930-954.

    Davenport, T., Guha, A., Grewal, D. and Bressgott, T. (2020), "How artificial intelligence will change the future of marketing", Journal of the Academy of Marketing Science, Vol. 48 No. 1, pp. 24-42.

    Elliot, E.A., Ngugi, B. and Malgwi, C.A. (2018), "Mitigating microfinance marketing channels inefficiencies with customerization of mobile technology", International Marketing Review, Vol. 35 No. 4, pp. 619-636.

    Esposito De Falco, S., Renzi, A., Orlando, B. and Cucari, N. (2017), "Open collaborative innovation and digital platforms", Production Planning & Control, Vol. 28 No. 16, pp. 1344-1353.

    Flint, D.J. (2004), "Strategic marketing in global supply chains: Four challenges", Industrial Marketing Management, Vol. 33 No. 1, pp. 45-50.

    Gligor, D., Bozkurt, S., Russo, I. and Omar, A. (2019), "A look into the past and future: theories within supply chain management, marketing and management", Supply Chain Management: An International Journal, Vol. 24 No. 1, pp. 170-186.

    Gligor, D., Davis-Sramek, B., Tan, A., Vitale, A., Russo, I., Golgeci, I. and Wan, X. (2022), "Utilizing blockchain technology for supply chain transparency: A resource orchestration perspective", Journal of Business Logistics, Vol. 43 No. 1, pp. 140-159.

    Gölgeci, I., Assadinia, S., Kuivalainen, O. and Larimo, J. (2019), "Emerging-market firms' dynamic capabilities and international performance: The moderating role of institutional development and distance", International Business Review, Vol. 28 No. 6, pp. 101593.

    Gölgeci, I. and Kuivalainen, O. (2020), "Does social capital matter for supply chain resilience? The role of absorptive capacity and marketing-supply chain management alignment", Industrial Marketing Management, Vol. 84, pp. 63-74.

    Hallikainen, H., Savimäki, E. and Laukkanen, T. (2020), "Fostering B2B sales with customer big data analytics", Industrial Marketing Management, Vol. 86, pp. 90-98.

    Helfat, C.E. and Raubitschek, R.S. (2018), "Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems", Research Policy, Vol. 47 No. 8, pp. 1391-1399.

    Hult, G.T.M. (2004), "Global supply chain management: An integration of scholarly thoughts", Industrial Marketing Management, Vol. 33 No. 1, pp. 3-5.

    Janin Rivolin, U. (2012), "Planning systems as institutional technologies: A proposed conceptualization and the implications for comparison", Planning Practice and Research, Vol. 27 No. 1, pp. 63-85.

    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.

    Murray, A., Kuban, S., Josefy, M. and Anderson, J. (2021), "Contracting in the smart era: The implications of blockchain and decentralized autonomous organizations for contracting and corporate governance", Academy of Management Perspectives, Vol. 35 No. 4, pp. 622-641.

    Vergne, J.-P. (2020), "Decentralized vs. distributed organization: Blockchain, machine learning and the future of the digital platform", Organization Theory, Vol. 1 No. 4, pp. 2631787720977052.

    Zhao, S. and Priporas, C.-V. (2017), "Information technology and marketing performance within international market-entry alliances: A review and an integrated conceptual framework", International marketing review, Vol. 34 No. 1, pp. 5-28.



    ------------------------------
    Ismail Golgeci
    Aarhus University
    Herning
    ------------------------------