Revisit: International Marketing Strategy


International Marketing Strategy and Performance, Special issue of Journal of International Marketing; Deadline 31 Mar 2014

JIM Call for Papers – International Marketing Strategy and Performance

Journal of International Marketing

Special Issue on International Marketing Strategy and Performance

Submission Deadline: March 31, 2014

As a result of the heightened globalization and intensifying competition worldwide, engagement in market operations beyond national borders has become part of life for many organizations and international marketing decisions play a vital role in the survival, growth and effectiveness of such companies. Since the 1980s, there has been a plethora of studies on the nature, drivers, and consequences of international marketing strategies, which has helped the development of substantive theoretical knowledge in the field and has guided international marketing management practice. However, over the past few years the global economy has experienced significant changes (e.g., unstable political systems, natural disasters, financial collapse, environmental regulations) that influence the way in which companies operate, their growth and development in foreign markets, and in turn their international marketing activities and performance outcomes.

The changes and turbulence in the global economic system, the new globalization challenges facing firms, and the increasingly important role of emerging markets in international trade and global consumption may create the need to reconsider the traditional marketing practices and competitive strategies of companies in their attempt to penetrate overseas markets. Past practices may not any longer help international firms effectively address current problems due in part to more rapid and more frequent changes in their operating environments. In light of the present day reality, it is important that international companies understand that they may find advantage in examining new ways of doing business and competing overseas, and how these can affect the nature of their international marketing strategy and its impact on performance in foreign market operations.

The purpose of the Special Issue is to provide an avenue for examining contemporary developments in the way in which firms choose to compete in international markets, the nature of their international marketing strategies, and their impact on performance. Manuscripts may be conceptual or empirical. All manuscripts should have clear relevance to international marketing managers. Possible topics include, but are not limited to:

  • Drivers and performance effects of global marketing strategy standardization
  • Resources and capabilities driving sustainable marketing strategies and performance in international operations
  • Internal and external factors moderating, or otherwise fitting, the relationship between global marketing strategy and performance
  • Antecedents and performance consequences of international marketing strategies of emerging market firms
  • Environmental and marketing capabilities affecting firms’ sustainable marketing practices, brand image, and performance in international market operations
  • Macro- and micro-environmental factors determining marketing strategy fit and its impact on performance in international operations
  • The role of cultural differences in influencing relationships of competitive strategy, marketing strategy, and performance in global market operations
  • Organizational factors affecting green product strategies and the performance of exporting firms
  • International marketing capabilities and their drivers and performance consequences
  • Case studies of the challenges facing companies to design and implement winning marketing strategies in international markets
  • Drivers and performance outcomes of global branding strategy standardization of multinationals from emerging markets
  • Environmental factors that influence the deployment of environmentally friendly marketing strategies and their impact on performance in international markets
  • The role of learning processes (e.g., exploration versus exploitation) in achieving superior marketing performance in international markets
  • How firms benefit from absorptive capacity (i.e., potential and realized) to achieve enhanced marketing performance in international operations

Journal guidelines can be found at

and manuscripts be submitted via the online system at

Questions should be directed to:

Constantine S. Katsikeas
Editor-in-Chief, Journal of International Marketing
Associate Dean
Arnold Ziff Research Chair in Marketing and International Management
Leeds University Business School
Maurice Keyworth Building
University of Leeds
Leeds LS2 9JT
U.K. Phone: +44 (0) 113-343-2624

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