Policymakers in developed economies are keen to accelerate growth by stimulating more entrepreneurial business venturing, particularly among women – a section of the population that is underrepresented in terms of entrepreneurial potential. Ulster University Business School has been actively involved in the promotion and encouragement of the agenda. In the support of this work, the Ulster Business School invites you to join us for a workshop which reports on recent research exploring the opportunities and challenges facing women in Northern Ireland keen to engage in entrepreneurship. Issues explored will include: crowd based funding; network/relationship management; the role of self-efficacy in developing women’s social capital; and the role of communities and support networks in women’s enterprise.

Date: Thursday 31 May 2018

Time: 8.30 am – 5.00 pm

Venue: The MAC, Belfast

Refreshments: Coffee/tea will be available on arrival and lunch will be served.

Please register for the event using the following link:

ulster.aac.uk/women-into-business

 

Babson College Entrepreneurship Research Conference (BCERC) takes place in the WIT Area, Waterford from 6th to 9th June. For details access: http://www.babson.edu/Academics/centers/blank-center/bcerc/Pages/2018-bcerc.aspx or https://www.wit.ie/schools/business/bcerc-2018

Call for Papers

JOURNAL OF INTERNATIONAL ENTREPRENEURSHIP

Special Issue on:

Looking Inside Born Globals and International New Ventures: Strategic Orientations for International Growth

Final Deadline for submissions: 31st July 2018

The concept of strategy is central to the effectiveness and competitiveness of any organisation (Evered, 1983, Porter, 1980). Strategic orientation (SO) encompasses the adaptation and positioning of a firm’s internal resources, capabilities and activities, and combinations thereof, both to deflect threats and to exploit opportunities present in the firm’s external environment (Venkatraman, 1989; Teece, Pisano, and Shuen, 1997; Manu and Sriram, 1996; Lado, Boyd, and Wright, 1992). Following Venkatraman’s (1989) seminal work, SO has evolved into a multi-dimensional concept, culminating in a body of knowledge of related research examining various constructs on firm performance and growth. In particular, such studies have lent significant focus to the firm’s marketing orientation and entrepreneurial orientation, followed by research on other firm orientations related to learning, innovation, technological and sales aspects (Hakala, 2011).

SO has been a concept widely used in the research field of strategic management, entrepreneurship and marketing, yet to a lesser degree in the field of international entrepreneurship. Further, empirical attention on strategic orientations in firms has been predominately directed towards large enterprises (Jaworski and Kohli 1993; Pelham and Wilson 1995), with limited research coverage on SMEs, and more so internationalizing SMEs and BGs/INVs. Many questions emerge regarding the benefits for international entrepreneurs/managers of adopting various strategic orientations, and the ways in which firms can go about managing and aligning their organisational practices with their international operations. Likewise, serious questions have been raised about the ‘universal utility’ of various strategic orientations for Born Globals (BGs) and International New Ventures (INVs) operating in different countries (e.g., Ellis 2007; Cadogan et al. 2009). Exploring any of the well-established types of strategic orientations in the context of international entrepreneurship warrants further research (Covin and Miller, 2014).

Although few, studies in the field of IE have focused on the relationships between entrepreneurial orientation and (export) market orientation (EO/MO) and INV performance (Bing and Zhengping, 2011; Evers, 2011; Boso, Story and Cadogan, 2013; Martin and Javalgi, 2016). Marketing orientation has been definitively linked to multiple areas of firm strategy and business performance. Studies examining EO in BGs/INVs have clearly highlighted the importance of the founder’s global vision and proactive mindset to be reflected strongly across organizational characteristics and operations (Knight and Cavusgil, 2004; Coviello, 2015). Nevertheless, much of the existing research on marketing orientation in international entrepreneurship has focused on the external environment rather than on the firm’s internal environment, thus widening the knowledge gap on the role of EO and MO for international performance and growth of BGs/INVs.

The purpose of this special issue is to shed new light on the nature of strategic orientations adopted by BGs/INVs and their respective impacts on their international growth and performance. We invite researchers to submit conceptual and empirical papers on any issue that addresses strategic orientations in BGs/INVs. Specifically, this issue invites papers that advance knowledge on the internal environment under which strategic orientations emerge, develop, interact, and are implemented by BGs/INVs. We do not expect submitted papers to deal with all types of strategic orientations simultaneously: researchers could focus on just one or two orientations (e.g. market orientation, entrepreneurial orientation, innovation orientation) and explore their impact(s). It would be also interesting for papers to further highlight the problems and challenges associated with enacting specific strategic orientations in BGs/INVs and their impact on growth. Other interesting inquiries can address the circumstances in the firm’s internal environment under which several strategic orientations develop and how such processes differ in BGs/INVs, as compared to other contexts. Consequently, potential topics include, but are not limited to:

• Defining, adapting, and measuring international strategic orientations in BGs/INVs.

• Levels of analysis of strategic orientation in international entrepreneurship research.

• Antecedents to and conditions that enable and disable the adoption and implementation of international strategic orientations.

• Different international strategic orientations and their consequential impact on performance of BGs/INVs (e.g. international performance, innovation)

• Conceptual and empirical discrepancies across strategic orientations at an international level.

• Interactions between multiple strategic (entrepreneurial, market, learning, technological) orientations in response to international opportunities for entrepreneurial internationalization (BGs, INVs, etc.).

• Similarities and differences in strategic orientations across domestic/international market operations.

• The role of industry and environment in international strategic orientation

• The relationship between national culture and strategic orientation of BGs/INVs.

• Strategic orientation in Born Global digital ventures

• The relationship between strategic orientation and business model development and implementation in BGs/INVs/

• International strategic orientation(s), early internationalization, and foreign entry mode selection (e.g. Internet; foreign agents and distributors, JVs, FDI, alliances and/or networks).

• International strategic orientation(s) and international marketing strategy in BGs/INVs (e.g., standardization, adaptation, etc.)

• Profiling BGs/INVs versus firms internationalizing gradually based on the constituent elements of one or more international strategic orientations (e.g., forms of export market orientation).

Please visit the Journal of International Entrepreneurship website for format and styling and submit papers on-line to the journal no later than 31 July 2018.

Notes for Prospective Authors:

Submitted contributions should not have been previously published nor be currently under consideration for publication elsewhere.

Papers are refereed through the journal’s double-blind peer-review process.

A guide for authors is available on http://jien.edmgr.com.

Important Dates:

The deadline for submission is: 31 July 2018.

Please submit to the Journal of International Entrepreneurship at http://jien.edmgr.com, click on Submit a New Manuscript, select: Article Type and Special Issue – Strategic Orientation and continue onward.

Guest Editors:

Natasha Evers

Marketing Discipline, J.E. Cairnes School of Business & Economics, National University of Ireland, Galway Email: natasha.evers@nuigalway.ie

Gabriela Gliga

Marketing Discipline, J.E. Cairnes School of Business & Economics, National University of Ireland, Galway. Email: gabriela.gliga@nuigalway.ie

Alex Rialp-Criado

Department of Business, School of Economics and Business, Universitat Autònoma Barcelona (UAB), Barcelona, Spain E-mail: Alex.Rialp@uab.cat

Conference Theme: Does Management Matter?


The theme of this year’s conference reflects the dynamic nature of the business landscape. In light of the social, political and economic turbulence of recent years, there is a need to re-examine how organisations have been affected and subsequently have reacted to these developments. More pressing for management scholars is the need to reflect on the role of ‘management’ against the backdrop of this unrest.

 

Certainly, the urgency of change affecting organisations requires a re-evaluation of what is expected of managers in contemporary firms. Relatedly, what managers themselves now expect of the organisation is a growing line of enquiry too. Indeed, how both employees and employers have reacted to changes in the work environment such as the diversification of employment contracts, have given rise to the emergence of a more individual-led association between both parties, often weakening the centrality of the manager in maintaining an effective employment relationship. However, the advent of new forms of organisations yields novel work arrangements thus creating different requirements for managers at the same time. It may be a case that management is evolving not devolving. Nonetheless, established thought and prevailing truths in management scholarship are being challenged by changes at macro, meso and micro levels. Consequently, it is time for academics to pause and reflect on the consequences of these developments for management.

Location
Cork is Ireland’s second largest city but the locals consider it the ‘real capital of Ireland’! The city centre is surrounded by interesting waterways and is full ofexcellent restaurants driving a burgeoning food scene.  The River Lee flows around the centre, an island packed with grand Georgian parades, cramped 17th-century alleys and modern masterpieces such as the Opera House, Crawford Art Gallery and the famous English Market. St Patrick’s Street runs from St Patrick’s Bridge on the North Channel of the River Lee, through the city’s main shopping and commercial area, to the Georgian Grand Parade, which leads to the river’s South Channel. North and south of St Patrick’s Street lie the city’s most entertaining quarters: webs of narrow streets crammed with pubs, cafes, restaurants and shops.

 

Cork’s dynamism is reflected in contemporary buildings, bars and artscentres. The best of the city is still happily traditional – snug pubs with live-music sessions most of the week, excellent local produce and a genuinely proud welcome from the locals.  Within a short distance of the city are the legendary Blarney Stone and Castle, the historic town of Kinsale, and the Jameson Whiskey Distillery.  The county of Cork is within the province of Munster and is within driving distance of the Cliffs of Moher, the Aran Islands, the botanically important Burren Region, Bunratty Castle, the Ring of Kerry, and the lakes of Killarney.

‘Research, policy and practice: Collaboration in a disparate world’

In an environment of momentous change, both in the UK and the wider global stage itself, the need to address small business growth and entrepreneurship through collaboration has become imperative.

The findings and lessons from academic research in the area need more than ever to be shared, discussed and actioned by the worlds of academia, policy and practice. All are being driven to find the most cost-effective and immediate solutions to their challenges, whether it be local, national or international.

As ISBE enters its fifth decade, the Institute calls for papers at its 41st conference in Birmingham, UK.

Papers are invited that address the latest academic research in the areas above. As part of their abstracts this year, authors are invited to highlight the implications of their research for policy and practice. ISBE will ensure that these implications are shared with our networks in these spheres, via our partnerships with The Entrepreneurs’ Network/All-party Committee on Entrepreneurship and the Institute of Enterprise and Entrepreneurs respectively, so that effective collaboration can be supported and new connections made.

For further information see:  http://isbe.org.uk/isbe-2018/

The main theme of the 2018 conference is

“Sustainable entrepreneurship: A win-win strategy for the future”

Conference Chairpersons:

CristinaDíaz-García -Associate Professor in Business Organization, Universidad de Castilla La Mancha (UCLM)

ÁngelaGonzález-Moreno -Associate Professor in Business Organization, UCLM

FranciscoSáez-Martínez -Associate Professor in Business Organization, UCLM


For further information: http://www.rent-research.org/rent-xxxii

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