Special Issue Call for Papers:
The
Who, Where, What, How and When of Market Entry
Submission deadline: December 1st, 2016
GUEST EDITORS
·
Christopher Tucci, Ecole Polytechnique Federale de Lausanne,
Switzerland (christopher.tucci@epfl.ch)
TOPIC OF
INTEREST
Entry decisions are
complex and the reversibility of resource deployment—especially in the face of
failed entry—can be quite costly. For de novo entrants, entry choices are
particularly consequential as they often signify a startup’s first competitive
encounter with incumbent firms and failed
entry often ends in disbandment. De alio (diversifying) entrants also face
significant challenges because entry is an uncertain
process—not a short-term
event—requiring internal changes and exposing entrants to unfamiliar
contingencies. In addition, entry into new geographical areas, including
through M&A and joint ventures, add another layer of complexity.
Though research on
entry is extensive, Zachary and his colleagues (2015) who reviewed 25 years of
entry research starting with Lieberman and Montgomery’s seminal work on first
mover advantage (1988), warn that theory development on market entry is
urgently needed. Casting a wider net
than previous work on market entry, which
has primarily taken an industry view and focused mainly on entrant-incumbent
dyads, we seek more expansive research and theory addressing a wider set of
antecedents, contingencies, and
consequences. Several avenues seem
particularly salient; for example, we do not know how stringent sustainability
standards, genuine social and environmental commitment
and deep ethical principles influence entry processes and subsequent market
dynamics or industry structure.
Similarly, under what conditions might
social entrepreneurs outmaneuver de alio entrants
and how does their ideology influence
incumbents’ behavior (Markman, Waldron & Panagopoulos, 2016)? Further, ample evidence shows that most entry
via acquisition is value destroying, so a deeper examination of why M&A-type
entry remains so prevelant, especially
cross-border acquisitions, is in order.
Additionally, what is the role of human capital in entry and how do firm
capabilities influence post-entry survival and long-term success?
Such a spectrum of questions suggests that the conceptual
scope and empirical complexities related to entry antecedents, processes and
outcomes are remarkably diverse.
Extending Zachary and his colleagues’ (2015) effort to map the core
forces of entry, this Special Issue seeks scholarly research—empirical expansions,
theory development, and case studies—on the who,
where, what, how, and when of market
entry (Figure 1). We are interested
in integrative, cross-disciplinary work,
and investigations of the conditions,
contexts, antecedents, and processes related to pre- and post-market entry, as
well as entry dynamics. Naturally, JMS
seek theory-expanding studies so we encourage manuscripts that clearly advance
or develop theory, for example, studies that offer a more holistic, causally
integrative, and revelatory understanding of entry.
Figure 1: The Five Contingencies
of Entry (Adapted from Zachary et al, 2015)
REPRESENTATIVE
QUESTIONS
This Special Issue
calls for scholarship that is less concerned about disciplinary boundaries and
more inspired to develop foundational knowledge that sheds light on big,
unexplored questions related to market
entry. A suggestive, but not exhaustive
list of relevant research questions and topics includes:
·
What are the most
useful conceptual models and empirical analyses
of the antecedents, consequences, and contingencies associated with the
processes of entry?
·
How do the cognitive
biases and decision heuristics of entrepreneurs and executives influence which opportunities related to market entry are
discovered and how are they evaluated and exploited?
·
What role do
stakeholders, ecosystems, and networks play in entry processes?
·
How do emotional and cognitive processes such as
passion, perseverance, or escalation of commitment influence the process of
market entry?
·
How do innovations,
including business model and disruptive innovations, influence entry?
·
What roles do human
resource practices play in the development and implementation of entry?
·
Does de novo entry
require different resource configurations than de
alio entry?
How and why do these differences matter?
Does this change depend upon entry
context?
·
How does entry
strategy differ when startups are not constituted as vehicles of private wealth
accumulation, but are owned by
communities of members or governments?
·
How do social
entrepreneurs and cause-based ventures enter markets that are dominated by
established firms? What types of competitive responses occur contingent upon
the portfolio make-up of firms and non-firms within the market?
·
In the case of
imminent failure, how might an entrant effectively reverse its entry course?
·
What antecedents,
consequences, and contingencies predict “re-entry” into a market that was
previously abandoned? To what extent does “re-entry” differ across a diverse
set of entry types as compared to initial entry?
·
How can research from
other disciplines, for example, supply chain management, finance, accounting,
governance, marketing, public policy, and/or sociology—expand theory in the
areas of market entry?
·
How do the
interactions between a firm’s governance and its entry strategies affect
performance and other outcomes?
SUBMISSION
PROCESS AND DEADLINES
The entire team
of the guest editors welcomes inquiries
related to proposed topics.
Papers will be
reviewed following the JMS
double-blind review process.
Papers should be
prepared using the JMS Guidelines and
should be submitted by December 1st,
2016 to gid.markman@gmail.com.
The JMS Guidelines:
SPECIAL
ISSUE WORKSHOP
To help authors
advance their manuscripts, a Special Issue Workshop will be held in May 2017 in Denver, Colorado. Authors of R&R manuscripts will be
invited to present their papers and react to their colleague’s papers during
the workshop, but presentation at the
workshop does not guarantee acceptance of the paper for publication in JMS. Attending the workshop is not a
precondition for acceptance into the Special Issue.
REFERENCES
Lieberman, M.B. and Montgomery, D.B. (1988). ‘First-mover
advantages’. Strategic Management Journal,
9, 41-58.
Markman, G.D., Waldron, T.L. and Panagopoulos, A.
(2016). ‘Organizational hostility: Why and how nonmarket players compete with
firms’. Academy of Management Perspectives, 30, 74-92.
Zachary, M.A., Gianiodis, P.T., Payne, T. and
Markman, G.D. (2015). ‘Entry timing: Enduring lessons and future directions’. Journal
of Management, 41, 1388-1415.
