CFP: Impact of Indigenous Management ... (JWB)

[entrepreneurship-phd at lists.uni-essen.de]

CALL FOR PAPERS - JOURNAL OF WORLD BUSINESS SPECIAL ISSUE

Impact of Indigenous Management on Success of SMEs and Family-Owned
Businesses in Emerging Economies
Deadline for submissions: July 1, 2006

There is a growing interest among researchers and practitioners in
emerging economies (e.g., China, Brazil, India, Singapore, Taiwan,
Israel, South Africa, Russia, Turkey) because of the high growth rates
attained by these countries with the potential for further development.
The aim of the proposed special issue is to stimulate discussion on
whether or not there are indigenous management approaches and practices
in these countries that lead to successful organizational outcomes.
Specifically, we are interested in identifying the characteristics of
indigenous management practices as key success
factors in organizational effectiveness in emerging economies.

Marsden (1991:36) defined "indigenous management" as utilization of
"local, folk or vernacular knowledge and organizational methods, in the
service of more appropriate developmental strategies". A recent survey
of OECD countries showed that SMEs accounted for over 90 % total number
of enterprises in these economies. Furthermore, 60 % of all companies in
emerging economies are SMEs (The Economist, November 13, 2004). The
majority of SMEs are family-owned businesses, but not all family-owned
enterprises are small in scale. Below is a partial listing of the issues
that this special issue seeks to address:

* What are the approaches and practices in management of people in
organizations (e.g., leadership, motivation, human resource management
practices) that can be characterized as 'local' or 'indigenous'?
* Are these indigenous management practices unique to a single
country/culture? Are these practices expected to change in future? If
so, why and how?
* How do these practices lead to organizational effectiveness?
* Is there a process of hybridization between indigenous practices and
'Western' approaches imported mainly from U.S.? If yes, how does
knowledge transfer take place and what is the impact of hybridization
(as opposed to indigenization) on business performance?
* What are the characteristics of family-owned businesses? Do these
characteristics vary across countries?

The contributions can be based on qualitative or quantitative research
methodologies - a combination of both approaches would be ideal.

References

Marsden, D (1991). Indigenous management. International Journal of Human
Resource Management, 2(1), 21-37.
The Economist (November 13th, 2004).

Special Issue Guest Editors

Rosalie L. Tung, Simon Fraser University; Zeynep Aycan, Koc University
SEND ALL SUBMISSIONS ELECTRONICALLY TO ROSALIE L. TUNG AT: tung at sfu.ca

More info at http://www.ifera.org/pdfs/call_for_papers2.pdf