Tuesday, June 16, 2009
Conference on “Globalization and Economic Nationalism in Asia",
December 3-4, 2009, COPENHAGEN
Asia Research Centre
Copenhagen Business School
Economic nationalism is not new. Mercantilist practices by European trading nations followed by protection of domestic industries in Europe and Japan and later in many Asian and developing countries in the post World War II period have characterized much of global capitalism. Economic nationalism has been justified on the basis of national security and the well-being of citizens. With the rise of neoliberal ideology and its practice by multinationals through foreign direct investments
(FDI) for global economic integration, economic nationalism has been on the retreat, at least superficially, and in the context of the current global financial crisis, perhaps temporarily. Many Asian countries have benefited from global
engagement: the four
“Asian dragons” followed by South East Asian economies, China since the reforms of 1979, and India since the reforms begun in the 1980s. To some degree globalization has been credited with Asia’s economic, political, technological, and cultural resurgence but economic nationalism has been and continues to be a factor of Asian development. We posit that new forms of economic nationalism are coming to light precisely because of vulnerabilities associated with globalization or additional opportunities that the world economy offers. In other words, economic nationalism coexists with globalization as disputes over trade, investment, balance of payments, exchange rate controls, immigration, and intellectual property rights persist. We believe the current global financial crisis can be expected to correct some of the past excesses of a deregulated economic system, which has focused more on growth and less on social policies, and thereby resurrect economic nationalism in new ways through policies of inclusive growth and development.
This conference calls for papers that directly address the significance of economic nationalism in Asia in an era of changing global capitalism. How economic nationalism has changed in the last 30 years in Asia and where and how it might be heading are central questions that this conference will try to address. Comparative, regional, and sectoral approaches as well as strong Asia-specific theoretical and empirical papers are most welcome. Given the nature of the theme, interdisciplinary, political-economic, sociological, and historically-sensitive analysis will be seen as the most appropriate.
Scholars and policy-makers who wish to present at the conference are invited to submit an expanded abstract in pdf format electronically by July 27, 2009 to:
FOR COMPLETE SUBMISSION AND CONFERENCE DETAILS SEE www.cbs.dk/gena
Complete papers of 7,000-10,000 words must be submitted by October 25, 2009.
The conference organizers will make every effort to provide economy airfare and accommodation for presenters whose papers are selected by the scientific committee.
Anthony P. D'Costa
Professor of Indian
Studies and Research Director
(DO NOT SEND PROPOSALS HERE)
Tel.: +45 3815 2572
Fax: +45 3815 2500
Thursday, June 11, 2009
Special issue on
Business-to-business (B2B) marketing practices in India
Introduction: Increasing importance of India in the global economy
India, considered to be an emerging market, is also a prominent BRIC country (Brazil, Russia, India and China), and fast becoming the hub of global economy today. Matloff (2004) cites a Gartner study according to which, 25 percent of all U.S. IT jobs will be offshored by 2010, from 5 percent today. It is likely that most of these offshored jobs will land up in India. Some industry pundits predict that like the Japanese ziabatsu, and the South Korean chaebols, India too may have its share of successful giants that accelerate her economic growth. Sheth and Sisodia (2006) in their path-breaking book, Tectonic Shift: The Geoeconomic Realignment of Globalizing Markets foresee the world to get fragmented into three main regional trading blocks: the European/African bloc, the Asian Bloc with China and Japan as its center, and the US/North American bloc with US and India as allies.
Learning from innovative Indian business-to-business market management practices
In such a business environment, new and innovative business marketing practices are required. One of the most successful examples of innovative business marketing practices is that of India’s largest private sector steel manufacturer, Tata Steel, which was the first company to go for intermediate branding, and a co-branding with its suppliers. Tata Steel, using such innovative marketing processes, has decommoditized steel in India. Similarly, Tata Steel’s joint venture with India’s largest public sector steel giant, Steel authority of India (SAIL) has launched an e-sourcing initiative called www.metaljunction.com which is the largest B2B e-commerce platform in India. This joint venture also started an e-selling initiative that facilitated dis-intermediation, collecting statutory sales tax documents and receivables from buyers, and on its way to become a full-fledged KPO outfit, providing complete order generation and fulfillment services for the sales chain.
The promise of the India-focused special issue of JBIM
New B2B marketing practices should engender new B2B marketing theories, which while originating from Indian practice and context, are expected to have wider applicability and relevance. Most B2B Marketing literature presents theories and models that are grounded in B2B marketing practices in developed countries, which are characterized by mature markets. Very little research has been carried out on the issues and challenges facing B2B marketers in different sectors in India. Many sectors are growing rapidly, taking up important positions in the global context as well.
This special India-focused issue of JBIM seeks to focus on intriguing practices and resulting theory relating to the B2B Marketing and Sales in some of the key industries in India.
Indicative coverage of the India-focused special issue of JBIM
Contributions to this special issue should fulfill one or more of the following conditions:
· Papers could be from both academics and practitioners in B2B Marketing & Sales
· Papers that take an interdisciplinary perspective in understanding B2B Marketing & Sales in India
· Papers presenting new theories or research about B2B Marketing and Sales practice in the Indian context
· Papers covering any type of research paradigm including case studies, qualitative and quantitative analysis, conceptual and empirical research
· Papers presenting rigorously validated qualitative studies that build new theories or provide a “really fresh perspective” in B2B Marketing and Sales that are relevant for India
· Papers presenting case studies of not so celebrated firms in India, that showcase innovative Marketing & Sales practices
Papers that will not be appropriate for the special issue are:
· Papers that are mere replication studies and/or based on validating extant theories in the Indian context.
· Teaching cases.
Indicative list of topics for developing the papers
An indicative, though not exhaustive, list of suggested topics that would be suitable for this special issue would include:
- Understanding and managing value in the B2B context in India
- Managing Buyer-Seller relationships in the Indian market
- Driving efficiency and effectiveness in B2B selling processes in India
- Customer-centricity in B2B marketing processes in India
- Role of buying centers in Indian B2B firms
- Intermediate branding in India
- Pricing Issues in B2B buyer-seller relationships
- Role of supply-chain and logistics in B2B marketing in India
- Outsourcing/offshoring to India
- Co-creation of value with B2B customers in India
- Innovation and new product development for B2B customers in India
- Segmentation practices in Indian B2B markets
- Sales-Marketing interface issues in industrial firms
- Market orientation of B2B firms in India
- Ethics in B2B marketing and sales
- Green marketing of B2B products and services
- Influence of culture on B2B marketing
- Tendering and purchasing processes in India
- Online B2B marketing practices and innovations
Additional dimensions that the paper should address
All contributions should have the following sections, in addition to the specific
content of the paper:
1. A section highlighting managerial implications, based on results from the application of the theories being presented.
2. For the key ideas presented, a section explaining the relevance/applicability to a broader audience of practitioners/academics in other parts of the world.
Process for the submission of papers:
Papers submitted must not have been published, accepted for publication, or presently be under consideration for publication with any other journal. Submissions should be approximately 6,000-8,000 words in length. Submissions to the Journal of Business & Industrial Marketing must be made using the Scholar One Manuscript Central system. For more details, please visit www.emeraldinsight.com/jbim.htm and consult the author guidelines.
A separate title page must be uploaded containing the title, author/s, and contact information for the author(s). Suitable articles will be subjected to a double-blind review. Hence authors should not identify themselves in the body of the paper.
Deadlines for various stages of processing the papers are:
- Submission of first draft of paper: 31 December 2009.
- First review results: 31 March 2010.
- Submission of revised manuscripts (as applicable): 31 May 2010.
- Second review results (as applicable): 31 July 2010.
- Submission of accepted manuscripts in final form: 31 August 2010.
- Special issue expected: late 2010 or early 2011.
Please address all communication to the special issue Guest Editors:
D.V.R. Seshadri, Visiting Faculty – Marketing Area, Indian Institute of Management
Bangalore, Bannerghatta Road, Bangalore 560076, India
Ramendra Singh, Doctoral Candidate (Marketing), Indian Institute of Management
Ahmedabad, IIM Ahmedabad, Vastrapur, Ahmedabad 380015, India
Matloff, N. (2004), “Globalization and the American IT Worker,” Communications of the ACM, 47(11), 27-29.
Sheth, Jagdish N., and Rajendra S.Sisodia (2006), Tectonic Shift: The Geoeconomic Realignment of Globalizing Markets, Response Books; Sage Publications, New Delhi.