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Sustainable People, Process and Organization Management in Emerging Markets


Special issue call for papers from Benchmarking

Background

Local and global organizations in emerging markets (EMs) face both challenges and opportunities. The EMs are high-growth developing countries  which are attractive for both selling and sourcing, enjoy outstanding growth rates and prospects for market expansion, and have undertaken significant economic reforms (Cavusgil, 1997). The BRIC nations (ie., Brazil, Russia, India and China) along with Mexico, South Africa, South Korea, Turkey, Taiwan can be included in this bracket. The key to success depends upon how well these firms design and implement organizational architecture which is seamlessly aligned with the socio-politico-cultural realities existing in these emerging markets. The successful management of firms in emerging markets requires solutions to their business problems which should not be a simple cut-and-paste of the factors which make organizations successful in developed markets. As a result,  managers, leaders, consultants, academics, policy makers, etc., need  a range of methodologically sound research studies grounded in the realities of emerging markets to help solve the typical business challenges and opportunities faced by organizations. It is pertinent to mention that emerging markets, unlike developed markets, have above-average sociopolitical instability, high unemployment rates, low-to-moderate level of business activities, etc.
 
Sustainability as a concept is too broad and attempts to assimilate environmental, human, social and politico-economic dilemmas into a coherent analysis of the 21st century world (Scully-Russ, 2012). Needless to say, the human factor in the sustainability agenda has received overwhelming attention in recent years (Pfeffer 2010; Speth 2010) and, as a result, signifies an increased recognition of the human and social consequences of global economic development (Scully-Russ, 2012). At the same time, the emerging markets (EMs) offer future growth for the global economy wherein people and society need services / products from organizations which are customized to their needs (Shanker and Hanson, 2015). In this context, it is pertinent to note that the organizational competencies and assumptions found to be effective in developed markets cannot necessarily be copied and implemented into the developing markets (White and Absher, 2007). To meet the varied customer needs in the EMs with above-average sociopolitical instability, it is essential that the enterprise effectively leverages its people, process and organization management strategy in a more sustainable manner. It is in this context that a framework to guide managers to reconcile operations management practices/ principles with an environmental perspective have been proposed, as these practices sustain organizations to simultaneously reach sustainable operations management (SOM) and sustainable development (SD; Sarkis, Bai, de Sousa Jabbour, Jabbour & Sobreiro, 2016). It is important to mention that SOM has been found to support operational policies to achieve economic and environmental objectives simultaneously (Gunasekaran, Irani & Papadopoulos, 2014). It is in this context that a Special Issue on “Sustainable   People, Process and Organization Management in Emerging Economies” in BIJ is needed. It will publish methodologically robust - conceptual and empirical -  research based papers, after standard reviews and revisions.

Benchmarking: An International Journal (BIJ) examines a radical business process that is revolutionizing established practice and performance and is essential for companies committed to total quality programmes. BIJ is of interest to academics and students studying quality and related areas, consultants to organizations looking at total quality, and senior company personnel in business and industry responsible for the development and managing of total quality programmes. This Special Issue on “Sustainable   People, Process and Organization Management in Emerging Economies” in BIJ has envisaged the following areas, where empirical papers about emerging markets will be accepted for publication after rigorous reviews and revisions which offer robust methodological perspective and enquiry into:

  • Benchmarking customer satisfaction and management
  • Business process re-engineering
  • Buyer-supplier relationship management
  • Employee performance measurement and management
  • Humanitarian logistics
  • Information and knowledge management
  • Lean and six sigma management
  • Management of human resources
  • Manufacturing strategy and firm performance
  • Organizational change management
  • Organizational creativity and innovation management
  • Organizing organization(s) in emerging markets
  • People, technology and operations management
  • Restructing organization and business performance
  • Supplier performance analysis and index
  • Sustainable supply chain management
  • Total Quality Management in emerging markets
  • Trust, employee readiness and productivity

Important Dates:

Paper Submission Deadline: August 31, 2017
Revised Paper Review & Acceptance: October 30, 2017
Publication: November/December 2017

Guidelines on Paper Submission:

The manuscripts submitted to the Special Issue of the Benchmarking: An International Journal (BIJ) will undergo desk review by the Guest Editor and if judged suitable, will be assigned for rigorous double-blind peer review. The successful manuscripts should exhibit strong academic discourse combined with a robust methodological approach.  All works submmitted to this SI in BIJ should be original.

Please visit Benchmarking: An International Journal (BIJ) at for more information 
The manuscript submissions to the Special Issue on “Sustainable People, Process and Organization Management in Emerging Economies” in BIJ are made using ScholarOne Manuscripts system at
For author guidleines, please visit http://emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=bij   

Guest Editors:

Dr. Sanjay Kumar Singh
College of Business Administration
Abu Dhabi University, Abu Dhabi, UAE
Email: [email protected]

References:

  • Cavusgil S. T. (1997), “Measuring the Potential of Emerging Markets: An Indexing Approach”, Business Horizons, Vol. 40. No.1, pp. 87-91.
  • Gunasekaran, A., Irani, Z. and Papadopoulos, T. (2014), “Modelling and analysis of sustainable operations management: certain investigations for research and applications”, Journal of the Operational Research Society, Vol. 65 No. 6, pp. 806-823.
  • Pfeffer, J. (2010), “Building sustainable organizations: The human factor”, The Academy of Management Perspectives, Vol. 24 No. 1, pp. 34–45.
  • Prahalad, C. K. (2009), “The fortune at the bottom of the pyramid: Eradicating poverty through profits”,  Upper Saddle River, NJ: Wharton School Publishing.
  • Sarkis, J., Bai, C., de Sousa Jabbour, A.B.L., Jabbour, C.J.C. and Sobreiro, V. A. (2016), "Connecting the pieces of the puzzle toward sustainable organizations: A framework integrating OM principles with GSCM", Benchmarking: An International Journal, Vol. 23 No. 6, pp. 1605-1623.
  • Scully-Russ, E. (2012), “Human resource development and sustainability: beyond sustainable organizations”, Human Resource Development International, Vol. 15 No. 4, pp. 399-415.

 



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