AIB 2023 Annual Meeting
CALL FOR PAPERS
Theme: International Business Resilience under Global Disruptions
Program Chair: Kazuhiro Asakawa, Keio University (2023chair@aib.msu.edu)
Conference Dates: July 5-9, 2023
Conference Location: Warsaw, Poland
Submission Deadline: January 10, 2023
Today’s international business is challenged by unprecedented global disruptions. The COVID19 pandemic, war and geopolitical tensions, Brexit, economic nationalism, surge of populist
governments, the US-China tech rivalry, fragile cyber security, terrorism, climate change, andfinancial crisis are among the most notable examples.
Such global disruptions undoubtedly influence the nature of international business (IB).
Global mobility of workforce, knowledge, technology, and financial capitals is constrained.
International trade, investment and sales are restricted. Global value chain networks are
disrupted. Risk-averse foreign investment and divestment decisions are made bymultinational corporations (MNCs) to mitigate such risks and uncertainty.
Resilience, a capability to anticipate and cope with various kinds of disruptions in agile
manners, is called for at various levels – government, MNC, and individual - to deal with global
crisis. Dimensions and typical agenda of IB resilience include, but are not limited to, thefollowing:⁎ Resilience to develop or maintain new world order: What are the roles of national
governments to build resilience to global disruptions? What are the roles ofgovernment, international and regional organizations, and MNC to develop world order?
⁎

Resilience to shrinking international trade, declining sales, and soaring costs: How can
MNCs cope with disruption in international trade and sales? How can they manage
rising cost in energy and raw materials?

⁎

Resilience to changes in consumer behavior: How do MNCs cope with increased tension
and changed consumption patterns due to global disruption? How do they cope withsudden changes in consumer behavior?

⁎

Resilience to divestment and termination of foreign operations: How can MNCs copewith divestment and closure of foreign operations due to disruption? What are newcriteria for FDI, location decision, mode of entry, governance, and M&As under global
disruption?

⁎

Resilience to regain competitive advantage under disruption: How do MNCs redefinestrategic positioning and rebuild capabilities to attain strategic renewal in the wake ofglobal disruption?

⁎

Resilience to global value chain disruption: How can MNCs maintain value chain
operations without interruptions by substituting suppliers’ networks? How can they beagile in alternating the sources, without hastily retreating to a reshoring option? What
are organizational capabilities of MNCs to mitigate risks of supply chain disruption?

⁎

Resilience to disruption in global innovation and knowledge sourcing: How can MNCs
access, mobilize and leverage cross-border tacit knowledge when national borders are
restricted? How can MNCs maintain global open innovations in the age of tightened
national borders?

⁎

Resilience to disruption in human resource mobility and employment: How do MNCs
cope with shortage of commuter employees and immigrant workers? How do MNCs
provide support to individual employees under mental stress due to abrupt shock ofglobal disruption? How can individual managers build resilience capability to anticipate
and manage turbulence?

⁎

Resilience to financial disruption: How do MNCs cope with financial crisis and liquidity
risk under global disruption? How can MNCs secure international capital flows without
interruptions?

⁎

Resilience to disruption in cyber security; How do MNCs ensure their data security fromcyber-attack and virus under global disruption?

These and other dimensions of international business resilience hold important implications
for research and practice on IB. They suggest what new capabilities are necessary forgovernment, MNCs, and individual managers to cope with disruptions; what new roles policy
makers, business managers, and employees play in building more resilient global
communities; and what new sources of competitive advantage of nations and firms are in theage of global disruption. This conference theme further explores new paradigm of IB, change
and continuity in IB, and myths and reality in IB, in the age of global disruption. Warsaw, ourhost location being exposed to geopolitical, socioeconomic changes, provides an importantsetting to discuss resilience to global disruption. The AIB2023 conference theme highlights
important contemporary agenda in IB.

Conference Tracks
1. Internationalization processes and international entrepreneurship
Track Co-Chairs:
Martina Musteen, San Diego State University, mmusteen@sdsu.edu
Krzysztof Wach, Krakow University of Economics, wachk@uek.krakow.pl
The post-pandemic world continues to be characterized by heightened geo-political tensions
and dire economic, social and environmental challenges. It is the role of international
entrepreneurs and entrepreneurial firms to be alert to, discover, and pursue opportunities inthis context, opportunities that arise as a result of cross-border differences in resource andinstitutional endowments, capabilities, and technologies. This track seeks contributions thatexamine internationalization processes primarily as an entrepreneurial process of discovering,assessing and exploiting international business opportunities from various theoretical lenses,
using a variety of methodological approaches and datasets.
Keywords: Internationalization process; International entrepreneurship; SMEs;
Entrepreneurial networks; SME exporters/importers; International new ventures; Born-global
firms; Born-digital firms; Business development; Opportunity discovery; Opportunity
exploitation; Entrepreneurial internationalization; International venturing; Entrepreneurial
alertness; International innovation; Entry modes; Exporting/Importing.

2. International marketing strategy and consumer behavior
Track Co-Chairs:
Peter Gabrielsson, University of Vaasa, peter.gabrielsson@uwasa.fi
Peter Magnusson, University of Texas Rio Grande Valley, peter.magnusson@utrgv.edu
The international marketing field is transforming rapidly under the influences of digitalization,technological advances, sustainability pressures, geopolitical conflicts and tension, andregulatory restrictions. How do international marketing managers cope with, or even thrive
under such challenges? How do consumers respond to these challenges and changes?
Succeeding in ever more complex, interconnected and at the same time fragmented
consumer markets requires an in-depth understanding of cross-national and cross-culturalsimilarities/differences, as well as how these similarities/differences affect firms and theircustomers. This track seeks contributions from both international marketing strategy andconsumer behavior sub-fields within international marketing.
Keywords: Cross-cultural marketing; International marketing; Global marketing; Advertising;
Pricing; Marketing channels; Distribution channels; Products/services;Standardization/Adaptation; Brand management; Consumer behavior; Customer
relationships; Customer Experience; Cross-cultural consumer behavior; Country-of-origin
effects; Consumer animosity; Consumer well-being; Digital marketing; Social media
marketing; Global retailing; Professional services marketing; B2B marketing; Relationshipmarketing; Technology-driven marketing / Technology marketing; Entrepreneurial marketing;
Sustainable marketing; Green marketing; Marketing to governments; Market targeting;Segmentation.

3. International finance, accounting, and corporate governanceTrack Co-Chairs:
Omrane Guedhami, University of South Carolina, omrane.guedhami@usc.edu
April Knill, Florida State University, aknill@fsu.edu
The track emphasizes investment and financing choices, financial and corporate reporting,and risk management in multinational firms. Firms utilize various governance approaches andallocate decision-making to maximize organizational value while following financial reporting
requirements of various nations. Corporate governance encompasses varying levels ofinternal and external oversight – board structures, compensation practices, ownership
patterns, shareholder activism efforts, and disclosure choices across firms and national
markets. We invite contributions on international finance and accounting, sustainable finance,
MNE management, and corporate governance practices in an international context. We
welcome novel research on the determinants of governance practices such as legal, financial,
and political institutions, and their influences on performance outcomes, accounting
standards, financial reporting quality, tax planning practices, financial risk management
practices, ESG practices, climate risk management, bank lending, capital market development,
venture capital development, and mergers and acquisitions. We also welcome submissions
that address the influences of international investors on firm strategies, such as international
private equity, sovereign wealth funds, international venture capital, international hedge
funds, and international crowdfunding. In terms of the strategies and practices international
investors follow and disseminate, papers could, for instance, address ownership changes orcontinuity, the limits of ownership and property rights, location-specific financial advantages,

and the pursuit of sustainable practices in target firms.
Keywords: International finance and taxation; Transfer pricing; Corporate malfeasance;
Accounting standards and conventions; Non-financial accounting standards; Non-financial
reporting standards; International financial reporting; Valuation; Capital structure; Financial
risk management; Macroeconomic risk management; Global risks; Exchange rate exposure;International financial integration; International cross-listing; Ownership structure;
Institutional investors; State ownership; Family ownership; Shareholder activism; Businessgroups; Board diversity; Board processes, and effectiveness; Directorship interlocks; CEOturnover; CEO-board dynamics; Firm-stakeholder relationships; Stakeholder activism;
Shareholder rights protections; Management compensation; Institutional investors; Mutual
funds; Pension funds; International private equity; Sovereign wealth funds; International
venture capital; International hedge funds; International crowdfunding; Sustainable finance;
Climate risk; Fintech.

4. Global strategy, organization, and value chains
Track Co-Chairs:
Sinéad Monaghan, Trinity College Dublin, sinead.monaghan@tcd.ie
Hussain Rammal, The University of Adelaide, hussain.rammal@adelaide.edu.au
Strategic decisions and global value chains are exposed to significant macro-economicchanges. MNEs face the challenge of adjusting their strategies in the post-pandemic recovery
period, where the uncertainty in the global business landscape is further agitated bygeopolitical tensions. Global value chain disruptions and rising economic nationalism present
opportunities and challenges. The ability to manage and harness the complexity of diverse
settings across countries is crucial to the success of the global firm. Relevant topics for the
track include, but are not limited to, international expansion, cross-border mergers andacquisitions, location strategy, entry mode decisions, outsourcing and offshoring decisions(and their reversal), the management, coordination, and governance of global value chains,
as well as the development of MNEs’ organizational capabilities and performance.
Keywords: Global strategy; Globalization of services; Growth strategies; Competitive
strategy; Global value chains; Global production networks; Global operations; Global
sourcing; Outsourcing; Offshoring; Geography of IB activities; Relocation of production;
Reshoring; Backshoring; Mergers and acquisitions; Joint ventures and alliances; Location
strategy; Parent-subsidiary relationships; Foreign subsidiary management; MNEperformance; Organizational learning; Organizational culture; Boundary spanning;
Organizational change and development; Organizational structure; Organization ofinternational operations; Organizational capabilities.

5. International HRM, global leadership and cross-cultural management
Track Co-Chairs:
Abby Jingzi Zhou, University of Nottingham Ningbo China, Abby.Zhou@nottingham.edu.cn
Marie-Thérèse Claes, WU Vienna University of Economics and Business,marie.claes@wu.ac.at
This track encompasses papers dealing with global talent management, global leadership,
cross-cultural management, effective multicultural teams, and cultural diversity which are allvital to the management of human resources within the multinational firm. This track also
includes papers dealing with a range of international HR activities from recruitment andselection to training, performance management, compensation, retention as well as
leadership development, and managing multicultural teams. It also covers various
international organizational behavior topics and such as the positive and negative effects ofdiversity for individuals, teams, and organizations, and issues related to cross-cultural
management and global mobility. In addition, the track includes papers that address grandsocietal challenges (e.g., global migration and refugees) and the people related and cultural
implications for the multinational firm.
Keywords: Cross-cultural management; International human resource management; Global
leadership; Cross-cultural leadership; Cosmopolitans; Global mindset; Expatriate
management; Talent management; Training and development; Retention; Selection;
Performance appraisal; Compensation; Leadership development; Global staffing;
International mobility; Education and international careers; Cultural diversity; Cross-culturalcommunication; Cross-cultural adjustment; Multicultural teams; Virtual teams; Interculturalcompetence; Cultural intelligence; Bicultural and multicultural identity; Internationalmigration; Returnees; Diasporans; Work-family issues; Cross-cultural values and practices;
Local compliance; Cultural synergy; Ethics across cultures; Disabilities; Hybrid working;
Leadership revisited; Green HRM; HRM in different cultural settings; The future of
expatriation after COVID-19; Trust and control in hybrid/ international teams; Aging
workforce; Remote work; Digital HRM.

6. Gender and diversity
Track Co-Chairs:
Saba S. Colakoglu, Georgia Institute of Technology, saba.colakoglu@scheller.gatech.edu
Matevz (Matt) Raskovic, Auckland University of Technology, matt.raskovic@aut.ac.nz
The track invites empirical, conceptual, methodological and review papers that advance ourunderstanding of any aspect of diversity, equity and inclusion (DEI) across all domains (i.e.,
strategy, leadership, HRM, marketing, entrepreneurship, innovation, policy) and all levels of
IB (i.e., supranational level, national level, industry level, organizational level, team level,
community level and/or individual level). We welcome papers that reflect and capture thecolorful reality of today’s diverse world and advance our understanding of the intersectionalityof various aspects of diversity and belonging within multinational organizations, multinational
teams and/or across societies. So far, we have mostly looked at isolated aspects of diversity
connected to gender, race and ethnicity. On the other hand, our examination of the additiveand compounding effects of various types of diversity on firm performance, effectiveness ofteams and/or competitiveness of nations remains limited. Understanding the specificmechanisms through which intersectional social identities connected to gender identity,
sexual orientation, immigration status, indigenous identity, different ableness and/or
neurodiverse status shape IB outcomes and processes at various levels can further constitutea fruitful avenue for IB research and policy. We also encourage methodological papers
advancing our understanding of how to operationalize intersectionality in DEI terms andmeasure its effects on performance within IB contexts. Papers addressing LGBTQIA+
communities, neurodiverse individuals, those differently abled and/or indigenous voices areespecially welcome, as is cutting edge IB research on gender, race and ethnicity.
Keywords: Diversity, Equity and Inclusion (DEI); Belonging; DEI business cases; the link
between DEI and corporate strategy; Microfoundations of DEI; DEI and social
entrepreneurship; DEI and non-government organizations (NGOs); Diffusion of DEI practices;Standardization-localization of DEI practices; Regional, national and sub-national differencesin DEI practices; DEI practices and policies in emerging markets; DEI and institutional(de)evolution; Social identity; Identity intersectionality; Social construction of differences andinequalities; Discrimination; Performativity; Inclusiveness; Representation; Advocacy; Social
justice; Allyship; Minorities; Economics of belonging; Diversity and creativity; Double-edged
sword of diversity; Race; Ethnicity; Social class; Religion; Gender and gender identity; Genderroles; Gender and language; Gender equality and equity; Gender-based leadershipdifferences; Gender and internationalization; Women in the multinational organization;
Gender relations at work; Gender and entrepreneurship; Gender and innovation; Gender andthe SDGs; Intersectionality of gender, race and other social identities; Gendered networks;
Gender fatigue; Gender and social movements; Gender-related international business policy;
Gender backlash; Masculinity and fragile masculinity; Gender and sexual orientation; theLGBTQIA+ community; Sexuality at the workplace; Sex trafficking; Immigration status anddiscrimination; Indigenous voices and representation; Ancestry; Neurodiversity; Different
ableness; Ageism; Decolonization; DEI and education and learning.

7. Teaching and education
Track Co-Chairs:
Miguel Cordova, Pontificia Universidad Católica del Perú, cordova.miguel@pucp.edu.pe
Karen Lynden, University of North Carolina Wilmington, lyndenk@uncw.edu
The main objectives of this track are facilitating development and sharing of best teachingpractices, providing a forum for teaching-related knowledge sharing, and promoting
research on teaching and education that showcases the importance of IB courses in businessschool curricula. This track addresses IB teaching at every level: undergraduate, graduate,
MBA, and executive and covers all aspects of teaching IB, including student engagement,
motivation, learning outcomes, and classroom diversity. Specifically, it focuses on the use ofdifferent tools and pedagogies such as experiential learning, cases, simulations, role-play,and various forms of multimedia to enhance IB teaching. To this end, this track invites
submissions of scholarly papers, interactive session proposals, and panels that stimulateteaching innovation and promote best practices in IB teaching.
Following the general theme of the AIB 2023 Annual Meeting, International BusinessResilience under Global Disruptions, we are especially welcoming teaching and learning
centered contributions related to how international businesses can navigate and thrive within
turbulent contexts. Overall, there are three areas that the track would like to encourage. First,
teaching practices, curriculum, programming, and pedagogical tools that support students’learning process, emphasizing the development of materials, methodologies, and examples.
Second, development of faculty skills that support digital education, internationalization of
the curriculum, cross-cultural learning environments, and multidisciplinary
approaches. Third, presentations centered on sharing experiences with the development ofresilient higher education programming in response to global disruptions.
Keywords: Experiential learning; Developing an IB curriculum; Internationalizing the businessschool; Internationalizing the curriculum; Multidisciplinary teaching; Cross-cultural

classrooms; Critical perspectives; Case teaching; Executive education; Role of international
experience; Simulations and role-playing; Blended learning; Hybrid teaching; Multimedia in
IB teaching; IB teaching tools; Travel Abroad; Global Virtual Exchange; Collaborative Online
International Learning (COIL); Management of IB education; Management of educational
markets; Competences for teaching IB; Future of IB education; Teaching Sustainability;
Education for Sustainability; DEIB and Teaching; IB and education.

8. Research methods
Track Co-Chairs:
Eriikka Paavilainen-Mäntymäki, University of Turku, ejpama@utu.fi
Niina Nummela, University of Turku, niina.nummela@utu.fi
High-quality and innovative research methods are at the heart of progressive and vibrantacademic scholarship. Thus, developing, challenging, and improving methodological bestpractice is crucial to the relevance, credibility and growth of our discipline. This Research
Methods track aims not only to recognize and highlight the outstanding use of innovative andnon-traditional methodological approaches to investigate pertinent International Business(IB) phenomena, but also seeks to showcase rigorous, trustworthy and transparent use of
methods. Additionally, we want to direct the attention of IB scholars to questions that
continue to deserve our attention, including, for example, the following:•

How could we extend the dialogue between methods and disciplines? How could
interdisciplinary research or triangulation be a source of methodologicalcontribution?

•

How should we study changes and dynamics against a long-term context, what does it
require from the method and the scholar?

•

How should we promote the assessment of trustworthiness in IB research, indifferentof the research method chosen?

•

What is the role of ontological and epistemological underpinnings in IB research?
How could they be brought more to the limelight to enable transparency of studies?

Keywords: Research methodology; Mixed methods; Qualitative research; Quantitative
research; Case study; Ethnography; Interviews; Surveys; Experiments, Triangulation,
Analytical rigor, Methodological rigor; Meta-analysis; Interdisciplinary research;
Methodological innovation; Equivalence; Reliability; Transparency; Replicability;
Trustworthiness; Philosophy of science.

9. Emerging markets and emerging market MNEs
Track Co-Chairs:
Ishtiaq Pasha Mahmood, National University of Singapore, pasha.mahmood@nus.edu.sg
Maria Alejandra Gonzalez-Perez, Universidad EAFIT, mgonza40@eafit.edu.co
Research on non-market strategies, new business models, multi-stakeholder partnerships,
collaborations between multinational companies from developed economies and developing
markets, climate change adaptation, supply chain disruption, geopolitical competition, foodand fertilizers scarcity, New Global Deal, debt, are just a few of the IB challenges that this track
is open to exploring. We welcome studies that examine trends in foreign direct investment,internationalization and other strategies, the dynamic capabilities of emerging markets firms.
We welcome submissions focused on these firms’ transformations from a culture ofincremental innovation to a culture of breakthrough innovation given the rising role of EMNEs
and the born global firms in the growth of developing economies. Papers that examine
understudied emerging markets, such as those in Africa, the Middle East, Eastern Europe,
Central Asia or Latin America and the Caribbean, are especially appreciated. We also
encourage theoretical studies that can further this line of thinking or that help us better
understand how significant global crises affect emerging markets firm and how they react tothem.
Keywords: Emerging markets; Emerging market opportunities; Transition economies;
Capitalism; Socialism; Colonialism; Economic development; Comparative and competitive
advantages; Emerging market institutional environment; Foreign versus indigenous MNEs;
State-owned enterprises in emerging markets; Family conglomerates; Privatization;
Emerging market firm; Theory of EMNE; Internationalization of EMNEs; EMNEs’ diversity andinclusion strategies; EMNEs and sustainable development; EMNEs and climate change;
EMNEs and global risk; VUCA.

10. MNE state relations and international business policy
Track Co-Chairs:
Elizabeth Moore, Northeastern University, e.moore@northeastern.edu
Erzsebet Czako, Corvinus University of Budapest, erzsebet.czako@uni-corvinus.hu
What is the role of firms in politics, government and society? With political systems andideologies in flux, populism on the rise, trade deals being altered or discarded, andgeopolitical tensions intensifying, there is a pressing need to understand how to mitigate andnavigate social, political and economic disruptions. This reality has given rise to complex
political, social, and business challenges, and has brought into question not only how MNEs
are impacted by domestic and global uncertainty, but what role they play in shaping policies
targeted to alleviate and manage it. What strategies and tactics can MNEs adopt to managesocial and political challenges and achieve competitive advantage? How can nonmarket
strategies enable MNEs to better manage complex nonmarket and geopolitical risks? What
are innovative business approaches to environmental and social challenges, especially invulnerable areas? In some cases, MNEs are engaged in social and political issues such as
navigating climate change agreements or addressing global migration. In other cases,
businesses can help to find solutions to social, economic, or political tensions. This track
invites empirical, conceptual, and theoretical papers that address these issues and increase
understanding on the role of the firm in politics, government, and society. Contributions thatguide scholars and practitioners to gain actionable knowledge for managers are also
welcome.
Keywords: Institutions; Institutional environment; Institutional voids; Institutional
disruptions; Institutional change; Government; Political environment; Legal environment;International business policy; Nonmarket strategy; Corporate Social Responsibility;
Corporate Political Activity; Political strategies; Corporate diplomacy; Social sustainability;
Supranational governance; Regional integration; Trade agreements; Trade disputes;
Uncertainty; Volatility; Social license; Country risk; Political risk; Disaster risk; Societal
impact; Social movements; Rule of law; Law; Regulation; Government intervention;
Protectionism; Trade barriers; Foreign trade zone; Subsidies and incentives; Public policy;
Global governance; Instability; Migration; Poverty; Protectionism; Stakeholders; US-China
rivalry; Geopolitics; Hegemonic stability; Resilience.

11. Sustainability in international business
Track Co-Chairs:
Axèle Giroud, University of Manchester, axele.giroud@manchester.ac.uk
Anne Jacqueminet, Bocconi University, anne.jacqueminet@unibocconi.it
Sustainability is integral to global economic development and to firms’ international businessengagement (i.e., operations, behavior and interaction with stakeholders). International firms
are key societal actors and called on to consider and contribute to the sustainable
development challenge in their decisions and actions. Thus, sustainable grand challenges suchas climate change, biodiversity depletion, poverty or inequality are crucial “Global
Disruptions” affecting international business. Multinational enterprises have taken up thechallenge, though progress has been slow. This may be partly due to the managerial difficulties
of balancing shareholder interests and stakeholder needs, limited commitment tosustainability, and limited resources to address the promise-performance gap.
This track invites empirical, conceptual, and theoretical research that addresses sustainability
issues and increases understanding on how international business shapes and is shaped byenvironmental and societal challenges. The track welcomes papers that explore firms’
engagement in sustainability including, but not limited to: reducing carbon footprint; betteruse of resources throughout the value chains; managing and engaging employees to create asustainable business; stakeholder engagement; climate change: performance monitoring;
addressing wicked problems; adopting circular economy techniques; implementing latest
digital technologies; achieving United Nations’ Sustainable Development goals; addressing
inequalities and engaging in social innovation working with national and international policies.
The track also welcomes papers that explore the limits of firm’s actions to tackle global
sustainability challenges as well as the role of firm’s national and international stakeholders inthe sustainability transition. Contributions that guide scholars to navigate sustainability
research to gain actionable knowledge for managers are also welcome.
Keywords: Sustainability development goals (SDGs); Sustainable global value chains (GVCs);
Responsible Business; Corporate social responsibility (CSR); Wicked problems; Businessethics; Value co-creation, Stakeholders; Sustainable human resources; Circular economy;
Digital sustainability; Environmental sustainability; Green development; Pollution; Climatechange, Social and/or Environmental Externalities; Energy Transition; Inequality; Social
welfare; Social innovation, Social Entrepreneurship; and Human Rights.

12. Knowledge, innovation, and technology
Track Co-Chairs:
Minyoung Kim, University of Kansas, mkim@ku.edu
Felipe Monteiro, INSEAD, felipe.monteiro@insead.edu
Knowledge is for many firms one of the most important sources of competitive advantage andmanaging knowledge globally is becoming more complex in this new phase of globalization.
This track addresses how knowledge is created, transferred, assimilated, transformed andused internationally. This can occur through the processes of innovation, learning, researchand development (R&D), etc. The track will explore how MNEs and internationalizing firms
learn, manage knowledge and innovate, and how MNEs orchestrate local knowledge globallyto gain and sustain competitive advantage on a global scale. Some examples of topics ofinterest include: Why do global and local networks of innovation interact? How do firms
manage cross-national systems of open innovation for the benefit of all partners in acollaborative innovation initiative? Which governance mechanisms are most conducive toknowledge development? How do MNEs transfer knowledge and organizational practices
across borders during a changing global geography of innovation? How do firms manage
knowledge acquisition and sharing across emerging economies? How do firms create andappropriate value through global innovation? We especially welcome studies that address
global knowledge management issues in the context of diverse and challenging global andlocal environments.
Keywords: Absorptive capacity; Appropriability regimes; Boundary spanning; Centers of
excellence; Exploration vs. exploitation; Digitalization; Global and local knowledge; Global
open innovation; Innovation clusters; Knowledge search; Knowledge acquisition; Knowledge
creation; Knowledge orchestration; Knowledge governance mechanisms; Knowledge
sourcing; Knowledge sharing; Knowledge transfer; Learning across borders; Learning
alliances; Licensing; National and regional innovation systems; Networks for innovation;
Organizational learning in MNCs; Reverse knowledge transfer; Replication and imitation;
R&D outsourcing; R&D offshoring; R&D subsidiaries; Technology management; Technology
scouting; Uncertainty; University-MNC relationships; Value creation and value appropriation.

13. Local track: Growth perspectives of CEE region in times of disruption
Track Co-Chairs:
Andreja Jaklič, University of Ljubljana, Andreja.Jaklic@fdv.uni-lj.si
Małgorzata Stefania Lewandowska, SGH Warsaw School of Economics,
mlewando@sgh.waw.pl
The region of Central and Eastern Europe (CEE) has undergone unprecedented development
since the early 1990s, becoming one of the most sought-after investment locations in theworld, closing the economic gap with Western Europe and contributing to a significant
improvement in local living standards. All of CEE 's economies have suffered greatly from theCovid 19 epidemic, which has underscored the need for swift action to return the region toits former economic trajectory. The outbreak of the Covid epidemic was followed by Russia's
invasion of Ukraine, an unprecedented challenge that has led to increased migration, looming
food, energy, and financial crises, and heightened geopolitical and geo-economic tensions.
At the same time, deep recessions have paved the way for large-scale policy interventions

and new opportunities for collaboration between businesses and governments. If properly
targeted, this could steer the economic growth of countries from CEE in a more sustainable,
climate-friendly direction. These complex and parallel developments raise a number ofdifficult questions for growth strategies, whether at the macro, mezzo, or micro levels.
Specifically:⁎ The contribution of the economies of CEE (traditionally affected by conflict but
underrepresentedinpolitics
anddiplomacy)
to
the
new
world
order/peacebuilding/stability;⁎ The impact of the war in Ukraine on European politics and economics;⁎ The developments in EU geopolitics and regional integration and their implications for
⁎
⁎
⁎
⁎

⁎

the economy and the restructuring of global value chains;
The expected impact (regional and global) of the current situation on foreign direct
investment from and to the region;
The role of governments (CEE) in helping companies build visible, flexible, andsustainable supply chains that are resilient to unexpected disruptions;
The impact of investments from resilience plans and projects on the businessenvironment and growth prospects;
The impact of global value chains disruption on CEE companies’ responses, performance,and strategies to overcome crises (permanent and new) and the development of foreignsubsidiaries;
The impact of economic sanctions and corporate responses to them and finally, thepossible ways in which CEE companies and foreign affiliates develop resilience in theregion CEE.

Original research that offers insights into the region's CEE growth prospects in times of
disruption is welcome in this area.
Keywords: Big powers; Resilience; Business sanctions; Sustainability; Regional integration;
GVC; FDI; Sustainable value chains; Firms' resilience strategy.

14. Conference track: International Business Resilience under Global
Disruptions
Track Co-Chairs:
Pavida Pananond, Thammasat University, pavida@tbs.tu.ac.th
Kazuhiro Asakawa, Keio University, asakawa@kbs.keio.ac.jp

International business is affected by various aspects of global disruptions, such as pandemic,
war, financial crisis and climate change. Resilience may not be the same for all parties
concerned, and reactions to resilience may lead to further disruptions to the establishedorders of geo-economics and geo-politics. How do firms, managers and policy makers copewith such global disruptions? What kind of role does resilience play to cope with them? How
do different actors reconcile different meanings of resilience? Do managers and policy makers
in advanced economies view resilience in the same way as their emerging-market
counterparts do? How do measures that bring resilience to lead firms in global value chainsaffect other chain participants? This track welcomes submissions related to resilience of firms,
managers, and policy makers to cope with various aspects of global disruptions. Disruptions
range from the geo-political tensions, shrinking international trade and sales, changes in
consumer behavior, global value chain disruption, disruption in global innovation andknowledge sourcing, disruption in human resource mobility and employment, and financial
disruption, among others. This track welcomes submissions that seek to advance ourknowledge about the complexity of resilience that is needed to respond to all kinds of global
disruptions.
Keywords: International business resilience; Global disruptions; Covid-19 pandemic; War;
Geopolitical and geoeconomical tensions; Economic nationalism; Technological rivalry; Cyberattack; Terrorism; Climate change; Financial crisis; Global value chain restructure; Relocationof economic activities; Redefinitions of competitive advantage; Barriers to international
knowledge transfer; Barriers to human resource mobility; Changes in consumer behavior.

Submitting Your WorkAll submissions must be made through AIB's online submission system. Please refer to the AIB
2023 Submission Guide for information on how to prepare and submit your work.