1. The Changing Global Power Balance: Challenges for European Firms [Conference Theme]

The US-China ‘tech cold war’, the invasion of Ukraine, the Covid 19 pandemic, and the Suez Canal obstruction are just some of the most recent events that have contributed to making the world economy increasingly uncertain and unpredictable. This track aims to address the implications of this split and unstable world for the international economy and international business. It will address questions such as the followings:

• What might be the effects for international business of a ‘decoupling’ of China and the West?

• How will the war in Ukraine impact on Europe’s inward and outward FDI? What are the likely implications of the war in Ukraine on the redrawing of supply chains in Europe, such as the formation of sub-regional value chains, and in the world in general?

• What are the main challenges and opportunities for European firms in a world where globalisation is at a crossroads? How do MNEs build resilience to navigate the different types of risks associated with the increasing divergence of nation states? In extreme situations, can the inter-country decoupling between the political establishment and business lead to the breaking down of MNEs?

• How have the changes in worldwide economic governance and threats to international investment impacted on MNE survival in foreign markets? What can MNEs do to survive in a period of increasing deglobalisation and international divestment?

• What and how effectively can we learn from history?

Keywords:
Deglobalisation; Divestments; International Business History; Resilience; War and Political Risk.

2. MNE Organization and Strategy

Are transnational strategies still feasible in uncertain contexts? How is the transnational strategy tripod (global efficiency, local flexibility and worldwide learning) affected by environmental changes?

How can MNEs balance the search for efficiency with the need for resilience? We encourage submissions that address future organisational challenges such as how MNEs organise their activities in a post-pandemic era, or embrace artificial intelligence (AI).

Relevant topics for this track may include, but are not limited to, orchestration and organisation of activities within the intra-MNE network; organisational implications of new labour management policies; institutional influences on MNEs’ organization and strategy; the strategic choice and implementation of international strategic alliances, mergers & acquisitions (M&A); platform companies’ organization and strategy; new opportunities and challenges for regional (and divisional) headquarters in troubled settings; new frontiers in international strategy.

We encourage the submission of both conceptual and empirical papers, quantitative or qualitative.

Keywords:
Global strategy; regional strategy; Transnational strategy; International joint ventures and alliances; Mergers and acquisitions; Outsourcing/offshoring; Headquarters-subsidiary relationships; International competitive advantages; Organizational change/flexibility; Organizational learning; Organizational structure; Resource orchestration; MNE processes; Performance.

3. MNEs, Corporate Social Responsibility and Sustainable Development

How are MNEs affected by climate crises? What are the main drivers and barriers for MNEs to address gender, diversity, and inclusion issues? What are the main challenges for MNEs in integrating sustainability concerns along their global value chains? How are MNEs mitigating and adapting to climate change? How are MNEs addressing the tensions emerging among economic and environmental or social issues when addressing the SDGs? What motivates policy-practices or means-ends decoupling in MNEs implementation of SDGs-oriented strategies? What forms of partnership might support the achievement of sustainable development goals? How do institutional conditions impact sustainable development trajectories? How will MNEs be able to cope with the need for alignment with home-country policies in a troubled international environment? To what extent should there be local adaptation of CSR principles in a globalized world? What conditions support MNEs to play an ‘activist’ role in society in driving the achievement of sustainable development? What are the ethical implications for MNEs activities and how to overcome an instrumental perspective on CSR activities of MNEs?

Keywords:
Corporate social responsibility; Sustainability; Ethics; Gender; Diversity; Inclusion; Tensions; Sustainable development goals; Multi-stakeholders’ initiative; MNEs misbehaviour; Inequalities; Social entrepreneurship; Grand challenges; Corporate political activity; Adaptive strategies.

4. Subsidiary management and intra-corporate networks

The turbulent global environment influence subsidiary autonomy, subsidiary (inter)dependence, and the role of subsidiaries in global/regional knowledge management strategies.

Relevant topics may include, but are not limited to, submissions dealing with local/global conflicts at subsidiary level, the role of subsidiaries in global/regional knowledge management strategies, staffing foreign subsidiaries, and subsidiary managers: place and time challenges.

We further welcome submissions on subsidiaries facing decoupling, subsidiary management selection and legitimacy issues, the role of subsidiaries in intra-corporate networks, MNEs’ subsidiaries and local (formal and informal) networks, and subsidiary local responsiveness versus integration in global/regional value chains.

Keywords:
Subsidiary; Networks; Local and global environment; Turbulence, Geopolitics; Innovation; Subsidiary role; Subsidiaries in value chains.

5. International Value Chains and Inter-firm Networks

However, recent external shocks may influence MNEs to reconsider the configuration of their global value chains and promote novel inter-firm cooperation strategies, namely relying on international strategic alliances.

In the wake of a pandemic, with a ongoing war and an inflationary process raging, does the ‘global factory’ concept still makes sense? What are the effects of pandemics and the war in Europe on international value chains’ scope and management, as well in the crafting and re-structuring of international strategic alliances? Are firms scaling back to a regional value chain instead of a global value chain, relying in local strategic partners? Do political factors – such as protectionism or a possible East (China)/West (US+Europe) tension – pose challenges to firms’ international value chains and inter-firm networks? Papers dealing with, but not limited to, are welcome: Efficiency versus resilience in international value chains; International value chain management and international strategy; Inter-firm networks as a strategic resource; International strategic alliances creation, management and dissolution; Adaptation of network positioning as a result of war and/or political tension; Institutional factors effect on international value chain management and on and inter-firm networks; International value chains’ security and risks; Logistics and international value chains; Customer value-creating in international value chains and inter-firm networks; The role of MNEs as international value chain or global networks orchestrators and managers; Governance and upgrading in international value chains and networks; The international value chain as a nexus of contracts; Innovation and AI in international value chains and inter-firm networks; Ethical, diversity and gender issues in international value chains and inter-firm networks. In nuce, in this track, we welcome papers addressing all the issues relating to the different perspectives of international value chains – including the formation, management, dissolution, challenges and outcomes of networks of firms.

Keywords:
Global value chains; Global production networks; Global operations; Global sourcing; Offshoring; Relocation of production; Reshoring and Backshoring; Disaggregation of value chains; Governance and upgrading in international value chains; Organization of international operations; International strategic alliances; Cooperative arrangements in international strategy; Diversity and gender issues in international value chains and inter-firm networks.

6. Internationalization Process of SMEs and International Entrepreneurship

The place of business models in firm internationalization. Internationalisation of platform companies. Main features of platform countries’ international expansion. Institutions and internationalisation. Internationalisation processes: borders versus networks. Liabilities of foreignness: concept and empirical applications. Liabilities of outsidership: concept and empirical applications. Convergence versus divergence of liabilities. Network ties in internationalisation.

International market entry modes. Entry mode decision. The role of exports in internationalisation processes. The role of joint ventures and alliances in internationalisation processes. Operation mode combination and switching. Learning to internationalise. International entrepreneurship. Corporate International entrepreneurship. Fast internationalisation: born globals and born-again globals. Born globals: main traits and behaviour.

Network dynamics in born globals. Born globals evolution. Framing international business opportunities. Born digital firms and internationalization. Fintechs and internationalization. International Market Selection/ Segmentation. Ethics and social responsibility in SMEs’ internationalisation.

Keywords:
Internationalising new ventures and SMEs; International entrepreneurship; Internationalisation process; Entrepreneurial internationalisation; Born globals; International new ventures; International opportunity; Cross-country/cross-cultural entrepreneurship; Digital and High-Tech SMEs; SME Entry Mode; International family SMEs; International & digital; Sustainable entrepreneurship; Social entrepreneurship.

7. International Marketing

The digitalization trend; the increasing customer and governmental demands to incorporate sustainable thinking and practices into companies’ activities; the uprise of nationalistic and populistic movements; and international incidents such as the Covid-19 pandemic or the Russia/Ukraine war are some of such alterations that lead companies to adjust their international operations, structures, and strategies. The track focuses on themes such as: Standardisation versus adaptation in international marketing strategies.

Marketing-mix management in international marketing. International market segmentation. New challenges for international market positioning. International market selection. International marketing competencies. Relationship marketing in an international context. Networks in international marketing. International buying behaviour.

Country of origin influences and biases. International marketing in protectionist contexts. Consumer animosity in critical situations (pandemics, war). The organization of international marketing activities. International marketing of luxury goods. Digitalization and marketing-mix strategies.

Keywords:
International marketing practices; International marketing entry/exit modes; International marketing in challenging times; Exporter-importer relationships; Country-of-origin effects; Liability of foreignness; International marketing in emerging markets; Standardization/adaptation; De-globalization.

8. International Finance, Accounting and Corporate Governance

This track invites interdisciplinary contributions combining finance and IB. Such topics traditionally include: Governance and international finance (e.g., risk behaviour, agency cost); Institutional context and international finance (e.g., liability of foreignness in capital markets, local financial context, capital market development, legitimacy, isomorphism, micro-lending); International capital structure and internal capital markets (e.g., diversification, international transfer pricing, arbitrage, taxation); Ownership effects on internationalization (e.g., family ownership, institutional investors, sovereign wealth funds, venture capital, private equity); Financial risk management in internationalization (e.g., hedging, trade finance, risk reporting); International strategic finance (e.g., listing location, location specific financial advantages, project finance, syndication, M&A); Firm level issues in financing internationalization (e.g., SMEs, MNEs, EMNEs, born globals, export finance and FDI finance, joint ventures); Integrating IB and Finance theories (e.g., TCE, RBV, OLI, real options, agency and institutional theory); challenges of digital finance for international firms.

Most importantly and most recently, the changing global power balance has led to the emergence of new, practically relevant research questions at the intersection of IB and Finance (e.g. the effect of sanctions, global protectionism and economic disintegration on financial markets and firms’ financial operations).

Keywords:
Corporate governance; Capital structure; Risk; Venture capital; Private equity; Financial reporting; Project financing; Digital finance; Behavioural finance; Cost of capital; Stock price.

9. International HRM and Cross-Cultural Issues

We are particularly interested in papers exploring the importance of international HRM in a troubled world, the consequences of geopolitical tensions for managing human resources globally, the impact of HRM practices on employee well-being, and the effects of the Great Resignation across cultures. Submissions on diversity management (e.g. LGBTQIA+ supportive HRM practices across cultures), digital challenges, culture and language in IB are also highly welcome.

Papers submitted to this track may take individual, group or organizational perspectives. We welcome theoretical advances supported by empirical studies, both qualitative and quantitative; as well as pure theory papers and literature reviews analyzing the field’s development, evolution and impact.

Keywords:
Cross-cultural communication and management; Cross- and intra-national diversity; Diversity management; Expatriate management; Global leadership; Global talent management; Global teams; International human resource management; International recruitment; National cultures; Retention.

10. International Innovation and Technology Management

On the other hand, MNEs have a privileged role since they can leverage their internal and external networks, a wide net of units, subsidiaries, suppliers, partners, inventors, and collaborators internationally dispersed that represent unique sources of specialized knowledge. As such, MNEs can not only leverage their internationally distributed organizational arrangements to source and recombine knowledge worldwide, but also to transfer this knowledge in a wide array of locations, fostering technological development worldwide and contributing to reducing inequality among world’s regions.

In this track, we welcome papers that focus on how firms organize their R&D innovation networks and activities, both within and outside their organizational boundaries, and how digitalization and economic, environmental, and societal pressures influence their innovation strategies.

We are particularly interested in studies that look at how firms organize their activities internationally to respond to environmental and societal issues, particularly global warming and inequality. Other topics that are of interest to the track include technological change and new technologies (e.g., digitalization, automation, artificial intelligence) and its implications for international business, as well as the co-evolution between innovation activities and the local technological, environmental, and institutional conditions.

Finally, we look for papers analyzing inter- and intra-MNE collaborations, the governance of innovation activities across borders, and the firms’ internationalization strategies for R&D and innovation.

Keywords:
Innovation in and from emerging economies; Cross-border knowledge sourcing and transfer; Internationalization of R&D and innovation; Technology and innovation management; Innovation and exporting; Innovation failure; Innovation recycling; Green innovation/eco-innovation/environmental innovation and internationalization; Collaborations; Teams; International innovation networks; Diversity; Digitalization; Artificial intelligence.

11. International Business, Institutions and Public Policy

The role of institutions and public policy in International Business.
Broad questions:

• What role do institutions and public policy play in shaping IB-related managerial preferences and decisions? And how have institutions and public policy impacted the globalization debate?

• How can public policy impact new business activities, i.e., platform companies? And how do policies related to innovations, new technologies, and data protection, inter alia, impact IB?

• What is the interface between geopolitics and IB? And how do common international standards impact global company behaviour?

• What role do intergovernmental organizations play in the global business environment? And how do firms interact with NGOs and other stakeholders?

• How do trade and investment policies and agreements impact IB? And how does regional integration impact the multilateral debate?

• How can policy and IB benefit global communities and impact UNSDG goals?

12. Location, Digitalization and Servitization in IB

Impact of digital transformation in international business models, organization of international operations and international value chains. International management of information systems. Digitalization within the context of born globals, international new ventures and MNEs. Digitalization and what/ where/ how dimensions of internationalization. The international spread of Digital services.

Location choice by Digital services. National/Regional regulations of digital services. Digital services and protectionism. Servitization strategies.

Keywords:
Economic geography; Geography of innovation; Location; Connectivity; Cities; Clusters.

13. Teaching in International Business

This track invites submissions of papers, cases, interactive session proposals and panels that focus on innovations and best practices in teaching IB as well as research on IB teaching.

The track is meant to help EIBA members to improve their skills and practices in teaching IB through the sharing of teaching practices at every level of higher education and all aspects of teaching IB. Given the sea-change shift in societies and generations, schools, curricula, and educators need to change with the times and adapt to the constant challenges.

Topics include but are not limited to:

• Pandemic based educational research, including the effects of the pandemic on learning as well as teaching and their possible solutions;

• Diversity, inclusion, sustainability and equity-based teaching in an international context, focusing on how to teach diversity, equity, inclusion, sustainability and belonging as well as what inclusive education entails;
Innovative approaches to teaching IB, including various forms of multimedia, video cases, experiential learning, simulations and role-playing, augmented and extended reality

• Working with diverse and international populations: Multi-lingual and multi-cultural settings, the challenge of developing countries, as well as the impact of political events on education

14. Emerging Markets

Differences between large and smaller emerging markets. The roles of emerging markets in international value chains: manufacturing places versus markets. Distinct business models in emerging markets. The impact of digitalization and industry transformation in emerging markets.

Nationalistic drives and the government role in emerging markets. Internationalisation of firms from emerging countries. Emerging markets MNEs. FDI into emerging markets and by emerging market firms. Marketing in emerging markets. Financial management in emerging markets. Human resource management in emerging markets.

Emerging markets and Sustainable Development Goals (SDGs). ESG issues in emerging markets. Analysis of IB issues in specific emerging markets. Comparative analysis of IB issues across emerging markets. Development of IB theory for emerging markets.

Keywords:
Internationalization of EM firms; institutional environment in EMs; FDI in and out of EMs; corporate political activity in EMs; EM state-owned enterprises; the role of government; geopolitics and intergovernmental pressures in EMs; competitive (dis)advantages of EM firms; EM firms under economic sanctions; SDGs in EMs; beyond BRICS.