Tracks and Chairs
This track aligns with the conference theme: “The Myth of Harmony! Strategic Realities in International Business Practices.”
In Greek mythology, Harmonia was the goddess of harmony and concord. Reflecting on globalization processes in the late 20th and early 21st centuries, it seemed as though Harmonia presided over global affairs, with the myth of global harmony shaping the dominant narrative. However, we now find ourselves in an era marked by fragmentation, slower global economic growth, and shifting patterns in international trade. While the world has seen remarkable achievements since the beginning of the 21st century—including economic growth, poverty reduction, and increased global literacy—it has also faced significant crises. The rise of Generative AI and other transformative technologies has caused major disruptions in 2024, with further turbulence expected.
Simultaneously, geopolitical tensions continue to reshape the global landscape: the ongoing war between Russia and Ukraine and the deterioration of relations between the West and Russia, the conflict between Israel and Hamas, the war in Sudan, the Yemenite Houthis’ occupation of Red Sea trade routes, as well as escalating tensions between China and the US. Additionally, the potential return of a disruptive U.S. administration under President Trump and fundamental shifts in political ideologies worldwide suggest a retreat from hyper-globalization.
Moreover, progress toward the Sustainable Development Goals (SDGs) appears increasingly unattainable, raising urgent questions about the future of our climate and our collective ability to foster a sustainable global economy. These developments prompt us to ask whether we are at a crossroads for international trade and global business.
Potential themes for this track include:
- The impact of new tariffs and trade policies on globalization
- The effect of disruptive technologies (e.g., AI & big data) on industries and firms
- Global uncertainty and its influence on inward and outward FDI
- How global change affects the competitiveness of emerging firm types (e.g., INVs, digital ventures)
- The transition from a hyper-globalized to a more localized economic narrative
- The impact of geopolitical and economic disruptions on global supply chains
- Building resilience for international firms
- The role of changing global economic governance and rising investment risks in shaping MNE survival in foreign markets
- Strategies for MNEs to navigate increasing de-globalization and international divestment
- Addressing climate change and fostering sustainability through globalization
- Lessons from history: What can we learn, and how effectively can we apply these insights?
Keywords:
Deglobalization; International Business History; Resilience; War and Political Risk; Cross-Sector Partnerships; Disruptions; Grand Challenges; Societal Impact; Uncertainty
We welcome both provocative essays and more traditional conceptual, empirical, or review papers. If there is thematic overlap with another track, we will coordinate with the respective track chairs.
 College of Management Academic Studies, Israel |
 University of Piraeus, Greece |
This track invites papers that aim to enhance our understanding of small and medium enterprises (SMEs)—whether new, young, or established—as they expand beyond domestic borders into international markets. It focuses particularly on the strategies, internationalization methods, challenges, and opportunities that SMEs encounter as they attempt to penetrate international markets. This topic is increasingly crucial for international SME research, as firms must navigate a non-harmonious world and confront a hostile international political environment. SMEs confront challenges arising from the new international context of increasing segmentation, geopolitical risks, the resurgence of nationalism, the emergence of a post-globalization era, and the threat of restricted international trade.
Track topics can include, but are not limited to: the critical role of the foreign political environment for international growth and market expansion strategies; foreign market selection; foreign partner selection; timing of internationalization; speed of internationalization; international market entry modes; selection of equity or non-equity modes, failures in internationalization; and processes of exit and re-entry. We particularly encourage submissions that focus on increasingly diverse contexts, such as international family-run firms, examined across different industries, countries/regions, and cultural contexts. These submissions should aim to enhance our understanding of factors that influence the success and/or failure of these firms in international markets, including the development of knowledge, dynamic capabilities, networks, relationship building, and the role of the owner-manager and/or next generations.
Internationalization processes are also crucial areas in this track. Papers could explore topics such as characteristics of international SMEs; the “new” international SMEs; international SME alliances teams; decision processes in international SMEs; intergenerational issues; and succession processes in international SMEs.
We invite conceptual papers and empirical papers (qualitative, quantitative, or mixed methods) on SME internationalization from a variety of theoretical perspectives.
Keywords:
Internationalization process model, Internationalization processes, International SME strategic alliances, Family SMEs and internationalization, Gradual internationalization, Rapid internationalization, Export-based methods, Non-equity internationalization methods, Equity Internationalization methods, International networks, International partner selection, International strategy for SMEs, Born global firms
 Clayton State University, USA |
 University of Macedonia, Greece |
 Aristotle University of Thessaloniki, Greece |
The significance of technology and innovation in explaining the emergence and competitive advantages of Multinational Enterprises (MNEs) has been central in international business theory and global strategy. Technology and innovation are fundamental drivers of economic growth, firm competitiveness and productivity. They also play a crucial role in addressing key societal challenges, such as healthcare and inequalities.
Considering the determinants and effects of technology and innovation is more timely than ever due to the rapid pace of digital transformation and the increasing urgency of addressing grand challenges in a particularly volatile global economy. New technologies, including robotics, artificial intelligence and blockchain, reshape many industries, redistributing economic rents, influencing global value chains, and determining winners and losers. As industries rapidly evolve, it is imperative to keep pace with such technological advances and integrate new technologies in ways that create value for organizations and societies around the world.
Building on the above observations, this track invites papers that address related research questions and topics including (but not limited to):
- Why do some MNEs become more productive through R&D internationalization while others do not?
- How do AI and other emerging technologies change how firms innovate and structure their global innovation/R&D networks?
- How does digitalization shape firms’ innovation strategies?
- How do MNEs use technology and innovation to address environmental and societal challenges?
- What is the impact of AI and other emerging technologies on organizational learning?
- What is the impact of AI and other emerging technologies on firm collaboration and knowledge sourcing?
Keywords:
Technology and innovation management, Artificial Intelligence, Global innovation, Digitalization, R&D Internationalization, International technological collaboration, International knowledge sourcing and transfer, Green, eco or environmental innovation, Innovation in emerging economies
 University of Manchester, UK |
 University of Piraeus, Greece |
In an era of rapid globalization, multinational enterprises (MNEs) face an ongoing challenge striking the right balance between strategic expansion and operational control. While international business (IB) theories often promote an idealised notion of balance in global strategy, the realities on the ground tell a different story. MNEs must navigate a complex web of conflicting demands, balancing global efficiencies with local responsiveness, managing risk while pursuing diversification, and integrating dispersed subsidiaries. This track aims to challenge conventional wisdom in IB strategy by exploring challenges and strategic trade-offs that shape the global business landscape. We welcome
empirical and conceptual research, theoretical advancements, and case-based insights that employ diverse methodological approaches. Submissions should contribute to a deeper understanding of how multinational enterprises (MNEs) navigate strategic complexity amid competing global pressure. To this end, this track invites discussions on the following sub-tracks while also welcoming contributions beyond these areas:
1. Diversification Strategies in MNEs: Balancing Expansion and Focus
- Examining the trade-offs between related and unrelated diversification in multinational firms.
- Strategies for managing risks and synergies in global expansion.
- The impact of diversification on firm resilience, innovation, and competitive advantage.
2. Global Optimisation vs. Local Adaptation: Finding the Right Balance
- Revisiting the standardization vs. localization debate in MNE international strategy.
- How MNEs leverage global efficiencies while maintaining local responsiveness.
- The role of locational strategy in shaping broader corporate objectives and competitive positioning.
3. The Role of Formalization in Managing Global Complexity
- How formalized policies versus adaptive decision-making affect global operations.
- The impact of formalization on efficiency, compliance, and performance in MNEs.
- Best practices for structuring formalized processes to enhance agility and coordination.
4. Reaping the Benefits of Dispersion, Offshoring, and Hybrid Models
- Evaluating the strategic advantages and challenges of offshoring and outsourcing for MNEs.
- Innovative approaches for maximizing the benefits of dispersion while mitigating risks.
- The emergence of hybrid offshoring models, blending offshoring with nearshoring or reshoring to balance cost efficiency and operational control.
5. Subsidiary Autonomy: Finding the Right Level of Independence
- Determining the optimal level of autonomy for subsidiaries in different institutional contexts.
- Balancing corporate control with local decision-making to enhance performance.
- Case studies on subsidiary governance models and their strategic implications.
6. The Growing Role of Mergers & Acquisitions in MNE Strategy
- Managing cross-border M&As and the integration challenges that arise from diverseinstitutional and cultural contexts.
- The strategic realities of post-merger integration and value creation.
- How MNEs navigate regulatory and geopolitical complexities in international acquisitions.
Keywords
Global Strategy, Strategic Trade-offs, Risk Management in MNEs, Offshoring and Outsourcing, Mergers & Acquisitions (M&A) Strategy, Global Efficiency vs. Local Responsiveness.
 University of Sussex, UK |
 University of Sussex, UK |
This track welcomes research on the International Marketing (IM) practices of firms. Internationalization offers firms an array of opportunities and a path to substantial growth. International opportunities are often hidden within significant challenges and threats. The VUCA global environment, characterized by the fast and unpredictable pace of digitalization and AI, sustainability goals, increasing trade barriers, isolationist governmental practices, ethnocentric and nationalistic consumer attitudes, and easy access to international goods and services, collectively pose a formidable challenge to the implementation of traditional marketing strategies. Digital markets and channels especially allow for an ad-hoc implementation of marketing strategies and the adoption of a trial-and-error approach to internationalization.
The above are the focus of this track and their impact on issues such as the standardization – adaptation dilemma, international market selection models, mode-of-entry decisions, the convergence of international consumer behavior, the value of international branding, the fine-tuning of the international marketing mix, the internationalization of services and experiences and the servitization of global goods and the digitization of the Country of Origin effect.
Keywords
International marketing practices, Standardization/adaptation, International marketing entry/exit modes, Global consumer research, International marketing agility, Country-of-origin effects, Digital international marketing, Global brand management, Servitization of global goods, Global marketing research, big data, and analytics, Sustainable business practices in global markets, AI in international marketing strategies, Global integrated marketing communications, Cross-cultural advertising strategies, Influencer marketing in global contexts, Global public relations and brand reputation, Digital consumer engagement across borders
 University of Macedonia, Greece |
 University of Piraeus, Greece |
Finance remains both a key enabler and direct outcome of international ventures. Firms require robust capital structures to pursue cross-border expansions (e.g., financing from lenders or equity investors) and, once operating abroad, must navigate the financial consequences of diverse political, economic, and regulatory environments. This dynamic, underscores the importance of aligning financial decisions—such as hedging practices, capital budgeting, and corporate governance mechanisms—with broader operational strategies (e.g., market entry modes, non-market strategies, divestments).
This track welcomes theoretical and empirical research that illuminates the intersection of finance, accounting, governance and international business. We are particularly interested in integrative perspectives informed by transaction cost economics, resource-based views, real options, agency theory, or institutional theory. We therefore invite papers addressing the financial effects resulting from firm-level internationalization, such as cost of capital, foreign exchange risk,
liability of foreignness, arbitrage, and financial flexibility. We equally encourage studies integrating macro-level institutional concepts with financial management and accounting, offering both theoretical and managerial insights on the governance of international operations. Submissions might explore ownership configurations (e.g., family ownership, private equity, venture capital), institutional contexts (e.g., liability of foreignness, local capital market
development, regulatory compliance), and evolving models of digital finance and ESG disclosure that reshape how multinational enterprises measure performance and engage stakeholders.
In line with this year’s conference theme, papers could also delve into strategic aspects of international accounting and finance. Among others, important international business strategies under analysis can relate to comparative and international corporate governance systems, foreign listing, financial risk management, trade finance, international accounting, transfer pricing, cash management, project finance, M&A, hedging, and the use of local equity and debt in foreign markets. Papers may also examine how internationalization amplifies or mitigates financial constraints in SMEs and EMNEs. Finally, of particular interest this year are also the implications of tariffs, trade wars, and heightened political risk on financing decisions and governance structures, including the role of sanctions, decoupling, and the evolving global power balance.
By exploring these issues, researchers can enhance our understanding of how multinational enterprises adapt their financial, accounting, and governance practices to thrive under shifting macroeconomic, geopolitical, and regulatory conditions. In sum, papers should feature clearly dentified international business contributions, complemented by robust concepts, measures, or theories from financial management and accounting.
Keywords:
International Corporate Governance, Financial Risk Management, Cross-Border M&A, Tax Implications of Corporate Strategies, Valuation, Foreign Exchange Risk, Liability Of Foreignness, Integrated Financial Reporting, Institutional Theory, Financial Practices of Multinational Corporations, Project Finance, Fintech, International Private Equity, Trade Wars and Tariffs, Sanctions and Decoupling
 Leeds University, UK |
 University of Piraeus, Greece |
This track explores the intricate relationships between democracy, institutions, economic growth, and multinational enterprises (MNEs), drawing upon Acemoglu and Robinson’s insights into institutional quality, particularly their work on the role of inclusive versus extractive institutions (Acemoglu & Robinson, 2012). We want to examine how institutional environments, particularly democratic governance, shape and are shaped by MNE activities and emphasise the intersection of institutional dynamics and MNE strategic responses.
We welcome submissions that investigate how institutional variations (rule of law, property rights) influence MNE strategies; MNEs as drivers or inhibitors of institutional change and democratic development; the impact of democratic governance on MNE performance; MNE contributions to economic growth across diverse institutional settings; the effects of globalisation on MNE-institution interactions; comparative institutional analyses; emerging market institutional dynamics. We particularly encourage submissions that explore the institutional foundations of MNE strategy, examining how variations in institutional quality, including the strength of democratic institutions, the rule of law, and property rights, influence MNE entry, location, and operational strategies (see also Acemoglu, Johnson, & Robinson, 2005). Furthermore, we welcome research investigating MNEs as agents of institutional change, analysing how they contribute to or challenge existing institutional frameworks in democratic and non-democratic contexts and their role in promoting or hindering democratic development.
We also encourage submissions that examine how MNEs contribute to economic growth in countries with varying levels of institutional development and democratic governance, and the mechanisms through which they foster or impede economic progress. Additionally, we are interested in research that explores the interplay of globalization, democracy, and MNEs, analysing how globalization affects their relationship and the challenges and opportunities for MNEs in navigating global governance and diverse political systems.
Finally, we welcome comparative institutional analyses, comparing MNE behaviour and impact across different institutional environments, particularly focusing on the role of democratic versus authoritarian regimes, as well as research exploring the specific challenges and opportunities for MNEs in emerging markets, with a focus on the interaction between MNEs and evolving institutional landscapes.
We encourage submissions employing diverse theoretical and methodological approaches, including empirical studies (quantitative and qualitative analyses testing theoretical propositions), conceptual papers (developing new frameworks and insights), case studies (in-depth examinations of specific MNEs or institutional contexts), comparative analyses (studies that compare different countries or regions. Papers should address relevant theoretical and practical implications.
Keywords
Foreign Direct Investment (FDI), Institutions. Democracy, Economic Growth, Institutional Quality, Institutional Change, Globalisation, Emerging Markets, Political Risk, Comparative Institutional Analysis
 University of Essex, UK |
 University of Essex, UK |
The contemporary international business (IB) context is marked by a variety of “grand challenges” that have shaken the global status quo. The last years were marked by a pandemic, wars, the rise of protectionism, the climate emergency, an unprecedented acceleration of technological change, the disruption of traditional business models, inter alia. One of the most important consequences of this succession of disequilibria was the conscience that politics and geopolitics need to be factored in adequately in IB strategies and policies. This brings the need to adopt more multidisciplinary approaches, including a revival of international political economy. Recent political dynamics between the most important economic blocs are disrupting the foundations of the global economic order and creating a vastly uncertain world, begging new answers by IB research, practices and policies.
This track invites conceptual, empirical and policy-oriented papers exploring these topics.
Key questions this track aims to debate are, inter alia:
- How will grand challenges, like the climate emergency and geopolitical tensions influence current market structures, global value chains and businesses at large?
- What are the IB consequences of the techno-nationalism, and of its interface with geopolitics?
- How will the announced protectionist measures by the main trade blocs and the breakup of the usual political-economic alliances impact on IB strategies and policies?
- What are the required policies and regulatory changes implied by technological challenges, by the rise of AI and other disruptive technologies, and by the new business models associated to the platform economy? Is Industry 4.0 relegated to the backburner or is it more needed than ever?
- How can policy influence businesses to adopt more sustainable and innovative practices?
- Can (or should) firms avoid being political actors?
- How will key sectors be affected by these grand challenges and what will be the impact on FDI, trade and contractual forms related to internationalization?
- How can companies conduct their political risk assessment before entering new markets, and cope with uncertainty?
- What could be smart strategies to diversify risk, reduce dependence and mitigate the impact of political upheaval?
- How can firms mobilize stakeholders to improve performance and the sustainability of their businesses?
- How can internationalized firms navigate through the complexity in terms of regulation, compliance and multiple stakeholders’ pressures?
Keywords
International business policy, Institutional environment, Geopolitics, Politics and political stability, Protectionism, Trade policies, Multi-level governance, Regulation, Corporate political activity, Techno-nationalism, Alliance capitalism, Stakeholders, Nonmarket Strategies.
 CEF.UP, FEP-University of Porto, Portugal |
 Panteion Univesity, Greece |
insights from both advanced and emerging economies. While traditional themes such as firm internationalisation and cultural influences remain essential, new imperatives arise: MNEs must navigate institutional voids (e.g., weak contract enforcement, sparse intermediaries), balance sustainability with profitability in global value chains, and adapt to EM-originated business models that are outpacing their Western counterparts. Topics may include:
- Revisiting the “EM” construct: Nuanced categorisations beyond BRICS, accounting for divergences (e.g., India’s digital leap vs. Russia’s isolation).
- EM as Investment destinations: Opportunities and challenges of EMs as investment locations.
- Roles of EM in global value chains
- Geopolitical agility: Strategies for tariff arbitrage (e.g., Mexico’s nearshoring boom), sanctions evasion, and FDI reallocation post-Ukraine war.
- Institutional innovation: Blockchain for land registries, AI-driven talent sourcing, and circular supply chains in resource-constrained settings.
- Nationalistic drives and government roles: The resurgence of state-owned enterprises (China’s Belt and Road recalibration) and nationalist industrial policies (India’s PLI schemes).
- Sustainability under strain: ESG compliance amid competing priorities (e.g., emerging Asia’s coal dependency vs. EU carbon border taxes).
- Digital disruption: Hyper-localized platforms (e.g., Indonesia’s Gojek) and cross-border e-commerce ecosystems (Shein, Temu).
- Indigenous IB theory: Contextualizing frameworks to explain EM-born “unicorns” (Nubank,
BYD) and South-South expansion patterns or new business models. - Entrepreneurship & SMEs: Informal economies, access to finance, and innovation under resource constraints.
Keywords:
Institutional voids, Geopolitical decoupling (U.S.-China, EU-Africa), Circular supply chains, AI/blockchain in EM governance, State-owned enterprise resurgence, Nearshoring/friendshoring, Sanctions resilience, SDG-ESG tradeoffs, Digital hyper-localization, EM-originated MNEs, AfCFTA/ASEAN utilization, Climate-driven value chain reconfiguration
 University of Birmingham, UK |
 Aristotle University of Thessaloniki, Greece |
Environmental and social crises pose important challenges for and call MNEs to play a more active role to effectively drive sustainable development. MNEs are called to comply with the green agenda and harmonize their sustainability reporting practices. At the same time, the ongoing global competition for the acquisition of Rare Earth Elements (REEs), as an essential input for the green transition, poses specific challenges for MNEs to adjust their business strategies and maintain their competitive position in the face of climate change adaptation.
We are particularly looking for manuscripts that answer some of the following questions: How are MNEs affected by climate crises? 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? To what extent should there be local adaptation of CSR principles in a globalized world? How are MNEs addressing the supply chain disruptions in the renewable energy industry?
Keywords:
Sustainability; Sustainable Development Goals; Green Transition; Rare Earth Elements; Adaptive strategies; MNEs misbehaviour; Environmental Standards.
 CIHEAM-IAMM Monpellier, France |
 University of Macedonia, Greece |
Aligned with the conference theme, “The Myth of Harmony: Strategic Realities in IB Practices,” this track explores the role of teaching, research methods, and theory in advancing International Business (IB) scholarship. We invite submissions that challenge existing approaches, introduce innovative methods, and enhance IB education and research.
We welcome:
- Empirical and conceptual research
- Teaching cases (with notes)
- Panels and interactive workshops
Submissions should address how IB education, research methods, and theory contribute to understanding and solving grand societal challenges, including environmental sustainability, social inequality, geopolitical instability, and digital transformation. Contributions may focus on individual experiences, classroom activities, curriculum development, methodological innovations, or broader theoretical advancements.
Key Topics
Teaching in IB
- Course and curriculum design
- AI and digital transformation in IB education
- Experiential learning (e.g., simulations, immersive technologies)
- Interdisciplinary approaches to global challenges
- Diversity, equity, and inclusion in IB education
- Cross-cultural competence and neurodiversity
- Developing a sustainability mindset
- Teaching IB in contexts of geopolitical conflict and polarization
Research Methods in IB
- Innovations in IB research methodologies
- AI, machine learning, NLP, and data visualization in IB research
- Interdisciplinary approaches and triangulation
- Enhancing trustworthiness and transparency in IB research
- Contextualizing methods for IB challenges
- Methodological approaches for addressing sustainability, inequality, and global crises
Theory in IB
- Theorizing IB in complex global contexts
- Rethinking existing IB theories and frameworks
- Novel approaches to theory development
- Addressing strategic realities in IB research
- Theoretical perspectives on business solutions to grand societal challenges
Keywords
Research methods in IB, IB Theory, Teaching in IB, Research design, Technology in teaching and research.
 University of Australia, Australia |
 De Montfort University (DMU), UK |
This track invites papers exploring the drivers and outcomes of foreign divestment in various contexts. We welcome submissions that study the drivers and/or outcomes of foreign divestment at different levels of analysis, including, for example, the individual, the firm, the subsidiary, specific stakeholders, or the home-/host-country. We are open to conceptual and empirical papers using quantitative, qualitative, and mixed methods research designs. We are specifically interested in contributions that examine how multinationals respond to the challenges associated with a number of interconnected and mutually reinforcing developments currently dominating the global economy, e.g., rising populism and nationalism, the growing competition between the US and China, the geopolitical conflicts, increasing attention towards environmental, social, and governance (ESG) issues etc. In light of the conference theme, we are particularly interested in papers exploring the different forms of conflict and trade-off associated with foreign divestment activities and thus develop our understanding of the strategic realities of IB practice and open novel avenues for IB research.
Keywords
Foreign divestment, Drivers of foreign divestment, Outcomes of foreign divestment
 Vienna University of Economics and Business, Austria |
 Essex University, UK |
This track invites submissions on recent developments and key future issues for the management of people in contemporary organizations. This involves the entire range of international HRM and global talent management activities, including (but not limited to) corporate expatriates, self-initiated expatriates, migrants, and global leaders. We are also interested in papers examining the challenges of leaders and organizational members in global, virtual, and multicultural teams, as well as the role of digital transformation, culture and language in IB.
We encourage submissions exploring important strategic issues and emerging new trends in people management, such as global mobility amidst geopolitical turbulence and environmental disruptions, the importance of international HRM for addressing society’s grand challenges, and the implications of a changing world of work for global teams. Submissions on how HRM practices support diversity, equity and inclusion initiatives in organizations across cultures, people management challenges related to disruptive technologies like generative AI, the impact of HRM practices on employee well-being or corporate sustainability programs are also welcome.
Submitted papers may focus on the individual, team, or organizational levels of analysis. We consider theoretical advances supported by empirical studies – whether qualitative, quantitative or mixed-method in nature – as well as purely conceptual papers and literature reviews that push the boundaries of international HRM. We are particularly interested in submissions that allow scholars, managers, and policy makers to reimagine the future of global people management.
Keywords
Crisis-resilient HRM, Cross-cultural communication and management, Diversity management, Expatriate management, Global work arrangements, Global talent management, Global teams, International HRM, Language in international business, Migration, National cultures, Responsible global leadership, Sustainable HRM, Work design
 WU Vienna, Austria |
 Leonard de Vinci Pole University, France |
 Calidfornia Lutheran University, USA |
The Microfoundational View of International Business (MVIB) implies that many academic debates and unexplained phenomena observed in international business (IB) research can be informed by transferring academic attention from the more common macro- and firm-levels of focus to a micro- (individual) level of theory and analysis (Georgakakis, Wedell-Wedellsborg, Vallone, & Greve, 2023; Kano & Verbeke, 2019) . The basic premise of MVIB is that multinational enterprises (MNEs) do not act or behave themselves, per se – rather, their actions and behaviours are the result of the dynamic interactions and interfaces of their managerial actors – i.e., their decision makers (Cuypers, Patel, Ertung, Li and Cuypers, 2021; Georgakakis et al., 2023) . Since MNE decision-making is uniquely complex and affected by compounded distance (economic, political, cultural and geographic), turning our focus to the micro-level and unravelling the impact of managerial actors at different levels who affect MNE operations (headquarters, subsidiaries, governments, and other stakeholders) is key (Cuypers, Patel, Ertug, Li, & Cuypers, 2022; Georgakakis, Heyden, Oehmichen, & Ekanayake, 2022) . Considering organizations as a reflection of the behaviours, beliefs, values, cognitions, experiences and demographic characteristics and interfaces of their (internal and external) influential actors (Cyert & March, 1963; Georgakakis et al., 2022; Hambrick, 2007; Hambrick & Mason, 1984) , the MVIB offers a unique opportunity to advance theory and research in international business (Ambos et al., 2024; Georgakakis & Papanastassiou, 2025; Kavadis, Hermes, Oehmichen, Zattoni, & Fainshmidt, 2024; Santangelo, Phene, Coviello, Tung, & Felin, 2024; Surdu, Greve, & Benito, 2021) .
This special track invites papers and panel proposals on IB microfoundations, with the purpose to generate academic conversation and boost this promising area for IB research. It aims to advance academic dialogue on the impact of micro-level actors on outcomes of MNEs’ international operations. Actors of interest can be located at the headquarters (i.e., the CEO, the top manager, the director or the executive team), foreign subsidiaries (the general manager of the subsidiary, or the head of a region or the head of the country) of the MNE, or outside the boundaries of the MNE – for example, studies of interest could assess the behaviour of managers, of MNE suppliers and partners, as well as other stakeholders who affect MNEs’ operations, such as investors, shareholders and regulators.
We are open to papers of all methodological types, including quantitative, qualitative, conceptual and literature-review papers. Considering this year’s theme, we also particularly welcome papers on corporate governance, strategic leadership, top management teams, upper echelons, subsidiary managers, headquarter-subsidiary relations, leadership, and international decision making.
Special Track Proposal – EIBA 2025 – Athens, Greece.
Keywords
Behavioural Assumptions, MNE Management, Managerial Actors, Top Managers/CEOs/Boards of Directors, Headquarter-Subsidiary Relations, International Strategic Leadership, Leadership Interfaces, Corporate Governance
General Management Succession, International Business Microfoundations, Knowledge Management in MNEs, MNE Practices and Processes, International Strategic Decision Making
 University of Leeds, UK |
 University of Calgary, Canada |
 Toronto Metropolitan University, Canada |
This track aligns with the conference theme: “The Myth of Harmony! Strategic Realities in International Business Practices.”
In Greek mythology, Harmonia was the goddess of harmony and concord. Reflecting on globalization processes in the late 20th and early 21st centuries, it seemed as though Harmonia presided over global affairs, with the myth of global harmony shaping the dominant narrative. However, we now find ourselves in an era marked by fragmentation, slower global economic growth, and shifting patterns in international trade. While the world has seen remarkable achievements since the beginning of the 21st century—including economic growth, poverty reduction, and increased global literacy—it has also faced significant crises. The rise of Generative AI and other transformative technologies has caused major disruptions in 2024, with further turbulence expected.
Simultaneously, geopolitical tensions continue to reshape the global landscape: the ongoing war between Russia and Ukraine and the deterioration of relations between the West and Russia, the conflict between Israel and Hamas, the war in Sudan, the Yemenite Houthis’ occupation of Red Sea trade routes, as well as escalating tensions between China and the US. Additionally, the potential return of a disruptive U.S. administration under President Trump and fundamental shifts in political ideologies worldwide suggest a retreat from hyper-globalization.
Moreover, progress toward the Sustainable Development Goals (SDGs) appears increasingly unattainable, raising urgent questions about the future of our climate and our collective ability to foster a sustainable global economy. These developments prompt us to ask whether we are at a crossroads for international trade and global business.
Potential themes for this track include:
- The impact of new tariffs and trade policies on globalization
- The effect of disruptive technologies (e.g., AI & big data) on industries and firms
- Global uncertainty and its influence on inward and outward FDI
- How global change affects the competitiveness of emerging firm types (e.g., INVs, digital ventures)
- The transition from a hyper-globalized to a more localized economic narrative
- The impact of geopolitical and economic disruptions on global supply chains
- Building resilience for international firms
- The role of changing global economic governance and rising investment risks in shaping MNE survival in foreign markets
- Strategies for MNEs to navigate increasing de-globalization and international divestment
- Addressing climate change and fostering sustainability through globalization
- Lessons from history: What can we learn, and how effectively can we apply these insights?
Keywords:
Deglobalization; International Business History; Resilience; War and Political Risk; Cross-Sector Partnerships; Disruptions; Grand Challenges; Societal Impact; Uncertainty
We welcome both provocative essays and more traditional conceptual, empirical, or review papers. If there is thematic overlap with another track, we will coordinate with the respective track chairs.
This track invites papers that aim to enhance our understanding of small and medium enterprises (SMEs)—whether new, young, or established—as they expand beyond domestic borders into international markets. It focuses particularly on the strategies, internationalization methods, challenges, and opportunities that SMEs encounter as they attempt to penetrate international markets. This topic is increasingly crucial for international SME research, as firms must navigate a non-harmonious world and confront a hostile international political environment. SMEs confront challenges arising from the new international context of increasing segmentation, geopolitical risks, the resurgence of nationalism, the emergence of a post-globalization era, and the threat of restricted international trade.
Track topics can include, but are not limited to: the critical role of the foreign political environment for international growth and market expansion strategies; foreign market selection; foreign partner selection; timing of internationalization; speed of internationalization; international market entry modes; selection of equity or non-equity modes, failures in internationalization; and processes of exit and re-entry. We particularly encourage submissions that focus on increasingly diverse contexts, such as international family-run firms, examined across different industries, countries/regions, and cultural contexts. These submissions should aim to enhance our understanding of factors that influence the success and/or failure of these firms in international markets, including the development of knowledge, dynamic capabilities, networks, relationship building, and the role of the owner-manager and/or next generations.
Internationalization processes are also crucial areas in this track. Papers could explore topics such as characteristics of international SMEs; the “new” international SMEs; international SME alliances teams; decision processes in international SMEs; intergenerational issues; and succession processes in international SMEs.
We invite conceptual papers and empirical papers (qualitative, quantitative, or mixed methods) on SME internationalization from a variety of theoretical perspectives.
Keywords:
Internationalization process model, Internationalization processes, International SME strategic alliances, Family SMEs and internationalization, Gradual internationalization, Rapid internationalization, Export-based methods, Non-equity internationalization methods, Equity Internationalization methods, International networks, International partner selection, International strategy for SMEs, Born global firms
Aristotle University of Thessaloniki, Greece |
The significance of technology and innovation in explaining the emergence and competitive advantages of Multinational Enterprises (MNEs) has been central in international business theory and global strategy. Technology and innovation are fundamental drivers of economic growth, firm competitiveness and productivity. They also play a crucial role in addressing key societal challenges, such as healthcare and inequalities.
Considering the determinants and effects of technology and innovation is more timely than ever due to the rapid pace of digital transformation and the increasing urgency of addressing grand challenges in a particularly volatile global economy. New technologies, including robotics, artificial intelligence and blockchain, reshape many industries, redistributing economic rents, influencing global value chains, and determining winners and losers. As industries rapidly evolve, it is imperative to keep pace with such technological advances and integrate new technologies in ways that create value for organizations and societies around the world.
Building on the above observations, this track invites papers that address related research questions and topics including (but not limited to):
- Why do some MNEs become more productive through R&D internationalization while others do not?
- How do AI and other emerging technologies change how firms innovate and structure their global innovation/R&D networks?
- How does digitalization shape firms’ innovation strategies?
- How do MNEs use technology and innovation to address environmental and societal challenges?
- What is the impact of AI and other emerging technologies on organizational learning?
- What is the impact of AI and other emerging technologies on firm collaboration and knowledge sourcing?
Keywords:
Technology and innovation management, Artificial Intelligence, Global innovation, Digitalization, R&D Internationalization, International technological collaboration, International knowledge sourcing and transfer, Green, eco or environmental innovation, Innovation in emerging economies
University of Piraeus, Greece |
In an era of rapid globalization, multinational enterprises (MNEs) face an ongoing challenge striking the right balance between strategic expansion and operational control. While international business (IB) theories often promote an idealised notion of balance in global strategy, the realities on the ground tell a different story. MNEs must navigate a complex web of conflicting demands, balancing global efficiencies with local responsiveness, managing risk while pursuing diversification, and integrating dispersed subsidiaries. This track aims to challenge conventional wisdom in IB strategy by exploring challenges and strategic trade-offs that shape the global business landscape. We welcome
empirical and conceptual research, theoretical advancements, and case-based insights that employ diverse methodological approaches. Submissions should contribute to a deeper understanding of how multinational enterprises (MNEs) navigate strategic complexity amid competing global pressure. To this end, this track invites discussions on the following sub-tracks while also welcoming contributions beyond these areas:
1. Diversification Strategies in MNEs: Balancing Expansion and Focus
- Examining the trade-offs between related and unrelated diversification in multinational firms.
- Strategies for managing risks and synergies in global expansion.
- The impact of diversification on firm resilience, innovation, and competitive advantage.
2. Global Optimisation vs. Local Adaptation: Finding the Right Balance
- Revisiting the standardization vs. localization debate in MNE international strategy.
- How MNEs leverage global efficiencies while maintaining local responsiveness.
- The role of locational strategy in shaping broader corporate objectives and competitive positioning.
3. The Role of Formalization in Managing Global Complexity
- How formalized policies versus adaptive decision-making affect global operations.
- The impact of formalization on efficiency, compliance, and performance in MNEs.
- Best practices for structuring formalized processes to enhance agility and coordination.
4. Reaping the Benefits of Dispersion, Offshoring, and Hybrid Models
- Evaluating the strategic advantages and challenges of offshoring and outsourcing for MNEs.
- Innovative approaches for maximizing the benefits of dispersion while mitigating risks.
- The emergence of hybrid offshoring models, blending offshoring with nearshoring or reshoring to balance cost efficiency and operational control.
5. Subsidiary Autonomy: Finding the Right Level of Independence
- Determining the optimal level of autonomy for subsidiaries in different institutional contexts.
- Balancing corporate control with local decision-making to enhance performance.
- Case studies on subsidiary governance models and their strategic implications.
6. The Growing Role of Mergers & Acquisitions in MNE Strategy
- Managing cross-border M&As and the integration challenges that arise from diverseinstitutional and cultural contexts.
- The strategic realities of post-merger integration and value creation.
- How MNEs navigate regulatory and geopolitical complexities in international acquisitions.
Keywords
Global Strategy, Strategic Trade-offs, Risk Management in MNEs, Offshoring and Outsourcing, Mergers & Acquisitions (M&A) Strategy, Global Efficiency vs. Local Responsiveness.
University of Sussex, UK |
This track welcomes research on the International Marketing (IM) practices of firms. Internationalization offers firms an array of opportunities and a path to substantial growth. International opportunities are often hidden within significant challenges and threats. The VUCA global environment, characterized by the fast and unpredictable pace of digitalization and AI, sustainability goals, increasing trade barriers, isolationist governmental practices, ethnocentric and nationalistic consumer attitudes, and easy access to international goods and services, collectively pose a formidable challenge to the implementation of traditional marketing strategies. Digital markets and channels especially allow for an ad-hoc implementation of marketing strategies and the adoption of a trial-and-error approach to internationalization.
The above are the focus of this track and their impact on issues such as the standardization – adaptation dilemma, international market selection models, mode-of-entry decisions, the convergence of international consumer behavior, the value of international branding, the fine-tuning of the international marketing mix, the internationalization of services and experiences and the servitization of global goods and the digitization of the Country of Origin effect.
Keywords
International marketing practices, Standardization/adaptation, International marketing entry/exit modes, Global consumer research, International marketing agility, Country-of-origin effects, Digital international marketing, Global brand management, Servitization of global goods, Global marketing research, big data, and analytics, Sustainable business practices in global markets, AI in international marketing strategies, Global integrated marketing communications, Cross-cultural advertising strategies, Influencer marketing in global contexts, Global public relations and brand reputation, Digital consumer engagement across borders
University of Piraeus, Greece |
Finance remains both a key enabler and direct outcome of international ventures. Firms require robust capital structures to pursue cross-border expansions (e.g., financing from lenders or equity investors) and, once operating abroad, must navigate the financial consequences of diverse political, economic, and regulatory environments. This dynamic, underscores the importance of aligning financial decisions—such as hedging practices, capital budgeting, and corporate governance mechanisms—with broader operational strategies (e.g., market entry modes, non-market strategies, divestments).
This track welcomes theoretical and empirical research that illuminates the intersection of finance, accounting, governance and international business. We are particularly interested in integrative perspectives informed by transaction cost economics, resource-based views, real options, agency theory, or institutional theory. We therefore invite papers addressing the financial effects resulting from firm-level internationalization, such as cost of capital, foreign exchange risk,
liability of foreignness, arbitrage, and financial flexibility. We equally encourage studies integrating macro-level institutional concepts with financial management and accounting, offering both theoretical and managerial insights on the governance of international operations. Submissions might explore ownership configurations (e.g., family ownership, private equity, venture capital), institutional contexts (e.g., liability of foreignness, local capital market
development, regulatory compliance), and evolving models of digital finance and ESG disclosure that reshape how multinational enterprises measure performance and engage stakeholders.
In line with this year’s conference theme, papers could also delve into strategic aspects of international accounting and finance. Among others, important international business strategies under analysis can relate to comparative and international corporate governance systems, foreign listing, financial risk management, trade finance, international accounting, transfer pricing, cash management, project finance, M&A, hedging, and the use of local equity and debt in foreign markets. Papers may also examine how internationalization amplifies or mitigates financial constraints in SMEs and EMNEs. Finally, of particular interest this year are also the implications of tariffs, trade wars, and heightened political risk on financing decisions and governance structures, including the role of sanctions, decoupling, and the evolving global power balance.
By exploring these issues, researchers can enhance our understanding of how multinational enterprises adapt their financial, accounting, and governance practices to thrive under shifting macroeconomic, geopolitical, and regulatory conditions. In sum, papers should feature clearly dentified international business contributions, complemented by robust concepts, measures, or theories from financial management and accounting.
Keywords:
International Corporate Governance, Financial Risk Management, Cross-Border M&A, Tax Implications of Corporate Strategies, Valuation, Foreign Exchange Risk, Liability Of Foreignness, Integrated Financial Reporting, Institutional Theory, Financial Practices of Multinational Corporations, Project Finance, Fintech, International Private Equity, Trade Wars and Tariffs, Sanctions and Decoupling
University of Piraeus, Greece |
This track explores the intricate relationships between democracy, institutions, economic growth, and multinational enterprises (MNEs), drawing upon Acemoglu and Robinson’s insights into institutional quality, particularly their work on the role of inclusive versus extractive institutions (Acemoglu & Robinson, 2012). We want to examine how institutional environments, particularly democratic governance, shape and are shaped by MNE activities and emphasise the intersection of institutional dynamics and MNE strategic responses.
We welcome submissions that investigate how institutional variations (rule of law, property rights) influence MNE strategies; MNEs as drivers or inhibitors of institutional change and democratic development; the impact of democratic governance on MNE performance; MNE contributions to economic growth across diverse institutional settings; the effects of globalisation on MNE-institution interactions; comparative institutional analyses; emerging market institutional dynamics. We particularly encourage submissions that explore the institutional foundations of MNE strategy, examining how variations in institutional quality, including the strength of democratic institutions, the rule of law, and property rights, influence MNE entry, location, and operational strategies (see also Acemoglu, Johnson, & Robinson, 2005). Furthermore, we welcome research investigating MNEs as agents of institutional change, analysing how they contribute to or challenge existing institutional frameworks in democratic and non-democratic contexts and their role in promoting or hindering democratic development.
We also encourage submissions that examine how MNEs contribute to economic growth in countries with varying levels of institutional development and democratic governance, and the mechanisms through which they foster or impede economic progress. Additionally, we are interested in research that explores the interplay of globalization, democracy, and MNEs, analysing how globalization affects their relationship and the challenges and opportunities for MNEs in navigating global governance and diverse political systems.
Finally, we welcome comparative institutional analyses, comparing MNE behaviour and impact across different institutional environments, particularly focusing on the role of democratic versus authoritarian regimes, as well as research exploring the specific challenges and opportunities for MNEs in emerging markets, with a focus on the interaction between MNEs and evolving institutional landscapes.
We encourage submissions employing diverse theoretical and methodological approaches, including empirical studies (quantitative and qualitative analyses testing theoretical propositions), conceptual papers (developing new frameworks and insights), case studies (in-depth examinations of specific MNEs or institutional contexts), comparative analyses (studies that compare different countries or regions. Papers should address relevant theoretical and practical implications.
Keywords
Foreign Direct Investment (FDI), Institutions. Democracy, Economic Growth, Institutional Quality, Institutional Change, Globalisation, Emerging Markets, Political Risk, Comparative Institutional Analysis
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University of Essex, UK University of Essex, UK |
The contemporary international business (IB) context is marked by a variety of “grand challenges” that have shaken the global status quo. The last years were marked by a pandemic, wars, the rise of protectionism, the climate emergency, an unprecedented acceleration of technological change, the disruption of traditional business models, inter alia. One of the most important consequences of this succession of disequilibria was the conscience that politics and geopolitics need to be factored in adequately in IB strategies and policies. This brings the need to adopt more multidisciplinary approaches, including a revival of international political economy. Recent political dynamics between the most important economic blocs are disrupting the foundations of the global economic order and creating a vastly uncertain world, begging new answers by IB research, practices and policies.
This track invites conceptual, empirical and policy-oriented papers exploring these topics.
Key questions this track aims to debate are, inter alia:
- How will grand challenges, like the climate emergency and geopolitical tensions influence current market structures, global value chains and businesses at large?
- What are the IB consequences of the techno-nationalism, and of its interface with geopolitics?
- How will the announced protectionist measures by the main trade blocs and the breakup of the usual political-economic alliances impact on IB strategies and policies?
- What are the required policies and regulatory changes implied by technological challenges, by the rise of AI and other disruptive technologies, and by the new business models associated to the platform economy? Is Industry 4.0 relegated to the backburner or is it more needed than ever?
- How can policy influence businesses to adopt more sustainable and innovative practices?
- Can (or should) firms avoid being political actors?
- How will key sectors be affected by these grand challenges and what will be the impact on FDI, trade and contractual forms related to internationalization?
- How can companies conduct their political risk assessment before entering new markets, and cope with uncertainty?
- What could be smart strategies to diversify risk, reduce dependence and mitigate the impact of political upheaval?
- How can firms mobilize stakeholders to improve performance and the sustainability of their businesses?
- How can internationalized firms navigate through the complexity in terms of regulation, compliance and multiple stakeholders’ pressures?
Keywords
International business policy, Institutional environment, Geopolitics, Politics and political stability, Protectionism, Trade policies, Multi-level governance, Regulation, Corporate political activity, Techno-nationalism, Alliance capitalism, Stakeholders, Nonmarket Strategies.
insights from both advanced and emerging economies. While traditional themes such as firm internationalisation and cultural influences remain essential, new imperatives arise: MNEs must navigate institutional voids (e.g., weak contract enforcement, sparse intermediaries), balance sustainability with profitability in global value chains, and adapt to EM-originated business models that are outpacing their Western counterparts. Topics may include:
- Revisiting the “EM” construct: Nuanced categorisations beyond BRICS, accounting for divergences (e.g., India’s digital leap vs. Russia’s isolation).
- EM as Investment destinations: Opportunities and challenges of EMs as investment locations.
- Roles of EM in global value chains
- Geopolitical agility: Strategies for tariff arbitrage (e.g., Mexico’s nearshoring boom), sanctions evasion, and FDI reallocation post-Ukraine war.
- Institutional innovation: Blockchain for land registries, AI-driven talent sourcing, and circular supply chains in resource-constrained settings.
- Nationalistic drives and government roles: The resurgence of state-owned enterprises (China’s Belt and Road recalibration) and nationalist industrial policies (India’s PLI schemes).
- Sustainability under strain: ESG compliance amid competing priorities (e.g., emerging Asia’s coal dependency vs. EU carbon border taxes).
- Digital disruption: Hyper-localized platforms (e.g., Indonesia’s Gojek) and cross-border e-commerce ecosystems (Shein, Temu).
- Indigenous IB theory: Contextualizing frameworks to explain EM-born “unicorns” (Nubank,
BYD) and South-South expansion patterns or new business models. - Entrepreneurship & SMEs: Informal economies, access to finance, and innovation under resource constraints.
Keywords:
Institutional voids, Geopolitical decoupling (U.S.-China, EU-Africa), Circular supply chains, AI/blockchain in EM governance, State-owned enterprise resurgence, Nearshoring/friendshoring, Sanctions resilience, SDG-ESG tradeoffs, Digital hyper-localization, EM-originated MNEs, AfCFTA/ASEAN utilization, Climate-driven value chain reconfiguration
Aristotle University of Thessaloniki, Greece |
Environmental and social crises pose important challenges for and call MNEs to play a more active role to effectively drive sustainable development. MNEs are called to comply with the green agenda and harmonize their sustainability reporting practices. At the same time, the ongoing global competition for the acquisition of Rare Earth Elements (REEs), as an essential input for the green transition, poses specific challenges for MNEs to adjust their business strategies and maintain their competitive position in the face of climate change adaptation.
We are particularly looking for manuscripts that answer some of the following questions: How are MNEs affected by climate crises? 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? To what extent should there be local adaptation of CSR principles in a globalized world? How are MNEs addressing the supply chain disruptions in the renewable energy industry?
Keywords:
Sustainability; Sustainable Development Goals; Green Transition; Rare Earth Elements; Adaptive strategies; MNEs misbehaviour; Environmental Standards.
University of Macedonia, Greece |
Aligned with the conference theme, “The Myth of Harmony: Strategic Realities in IB Practices,” this track explores the role of teaching, research methods, and theory in advancing International Business (IB) scholarship. We invite submissions that challenge existing approaches, introduce innovative methods, and enhance IB education and research.
We welcome:
- Empirical and conceptual research
- Teaching cases (with notes)
- Panels and interactive workshops
Submissions should address how IB education, research methods, and theory contribute to understanding and solving grand societal challenges, including environmental sustainability, social inequality, geopolitical instability, and digital transformation. Contributions may focus on individual experiences, classroom activities, curriculum development, methodological innovations, or broader theoretical advancements.
Key Topics
Teaching in IB
- Course and curriculum design
- AI and digital transformation in IB education
- Experiential learning (e.g., simulations, immersive technologies)
- Interdisciplinary approaches to global challenges
- Diversity, equity, and inclusion in IB education
- Cross-cultural competence and neurodiversity
- Developing a sustainability mindset
- Teaching IB in contexts of geopolitical conflict and polarization
Research Methods in IB
- Innovations in IB research methodologies
- AI, machine learning, NLP, and data visualization in IB research
- Interdisciplinary approaches and triangulation
- Enhancing trustworthiness and transparency in IB research
- Contextualizing methods for IB challenges
- Methodological approaches for addressing sustainability, inequality, and global crises
Theory in IB
- Theorizing IB in complex global contexts
- Rethinking existing IB theories and frameworks
- Novel approaches to theory development
- Addressing strategic realities in IB research
- Theoretical perspectives on business solutions to grand societal challenges
Keywords
Research methods in IB, IB Theory, Teaching in IB, Research design, Technology in teaching and research.
This track invites papers exploring the drivers and outcomes of foreign divestment in various contexts. We welcome submissions that study the drivers and/or outcomes of foreign divestment at different levels of analysis, including, for example, the individual, the firm, the subsidiary, specific stakeholders, or the home-/host-country. We are open to conceptual and empirical papers using quantitative, qualitative, and mixed methods research designs. We are specifically interested in contributions that examine how multinationals respond to the challenges associated with a number of interconnected and mutually reinforcing developments currently dominating the global economy, e.g., rising populism and nationalism, the growing competition between the US and China, the geopolitical conflicts, increasing attention towards environmental, social, and governance (ESG) issues etc. In light of the conference theme, we are particularly interested in papers exploring the different forms of conflict and trade-off associated with foreign divestment activities and thus develop our understanding of the strategic realities of IB practice and open novel avenues for IB research.
Keywords
Foreign divestment, Drivers of foreign divestment, Outcomes of foreign divestment
This track invites submissions on recent developments and key future issues for the management of people in contemporary organizations. This involves the entire range of international HRM and global talent management activities, including (but not limited to) corporate expatriates, self-initiated expatriates, migrants, and global leaders. We are also interested in papers examining the challenges of leaders and organizational members in global, virtual, and multicultural teams, as well as the role of digital transformation, culture and language in IB.
We encourage submissions exploring important strategic issues and emerging new trends in people management, such as global mobility amidst geopolitical turbulence and environmental disruptions, the importance of international HRM for addressing society’s grand challenges, and the implications of a changing world of work for global teams. Submissions on how HRM practices support diversity, equity and inclusion initiatives in organizations across cultures, people management challenges related to disruptive technologies like generative AI, the impact of HRM practices on employee well-being or corporate sustainability programs are also welcome.
Submitted papers may focus on the individual, team, or organizational levels of analysis. We consider theoretical advances supported by empirical studies – whether qualitative, quantitative or mixed-method in nature – as well as purely conceptual papers and literature reviews that push the boundaries of international HRM. We are particularly interested in submissions that allow scholars, managers, and policy makers to reimagine the future of global people management.
Keywords
Crisis-resilient HRM, Cross-cultural communication and management, Diversity management, Expatriate management, Global work arrangements, Global talent management, Global teams, International HRM, Language in international business, Migration, National cultures, Responsible global leadership, Sustainable HRM, Work design
Leonard de Vinci Pole University, France Calidfornia Lutheran University, USA |
The Microfoundational View of International Business (MVIB) implies that many academic debates and unexplained phenomena observed in international business (IB) research can be informed by transferring academic attention from the more common macro- and firm-levels of focus to a micro- (individual) level of theory and analysis (Georgakakis, Wedell-Wedellsborg, Vallone, & Greve, 2023; Kano & Verbeke, 2019) . The basic premise of MVIB is that multinational enterprises (MNEs) do not act or behave themselves, per se – rather, their actions and behaviours are the result of the dynamic interactions and interfaces of their managerial actors – i.e., their decision makers (Cuypers, Patel, Ertung, Li and Cuypers, 2021; Georgakakis et al., 2023) . Since MNE decision-making is uniquely complex and affected by compounded distance (economic, political, cultural and geographic), turning our focus to the micro-level and unravelling the impact of managerial actors at different levels who affect MNE operations (headquarters, subsidiaries, governments, and other stakeholders) is key (Cuypers, Patel, Ertug, Li, & Cuypers, 2022; Georgakakis, Heyden, Oehmichen, & Ekanayake, 2022) . Considering organizations as a reflection of the behaviours, beliefs, values, cognitions, experiences and demographic characteristics and interfaces of their (internal and external) influential actors (Cyert & March, 1963; Georgakakis et al., 2022; Hambrick, 2007; Hambrick & Mason, 1984) , the MVIB offers a unique opportunity to advance theory and research in international business (Ambos et al., 2024; Georgakakis & Papanastassiou, 2025; Kavadis, Hermes, Oehmichen, Zattoni, & Fainshmidt, 2024; Santangelo, Phene, Coviello, Tung, & Felin, 2024; Surdu, Greve, & Benito, 2021) .
This special track invites papers and panel proposals on IB microfoundations, with the purpose to generate academic conversation and boost this promising area for IB research. It aims to advance academic dialogue on the impact of micro-level actors on outcomes of MNEs’ international operations. Actors of interest can be located at the headquarters (i.e., the CEO, the top manager, the director or the executive team), foreign subsidiaries (the general manager of the subsidiary, or the head of a region or the head of the country) of the MNE, or outside the boundaries of the MNE – for example, studies of interest could assess the behaviour of managers, of MNE suppliers and partners, as well as other stakeholders who affect MNEs’ operations, such as investors, shareholders and regulators.
We are open to papers of all methodological types, including quantitative, qualitative, conceptual and literature-review papers. Considering this year’s theme, we also particularly welcome papers on corporate governance, strategic leadership, top management teams, upper echelons, subsidiary managers, headquarter-subsidiary relations, leadership, and international decision making.
Special Track Proposal – EIBA 2025 – Athens, Greece.
Keywords
Behavioural Assumptions, MNE Management, Managerial Actors, Top Managers/CEOs/Boards of Directors, Headquarter-Subsidiary Relations, International Strategic Leadership, Leadership Interfaces, Corporate Governance
General Management Succession, International Business Microfoundations, Knowledge Management in MNEs, MNE Practices and Processes, International Strategic Decision Making