In summary, the dynamic nature of approaches to combat disruption in multinational markets may require firms to build transformative marketing capabilities and approaches. The articles selected for publication in this special issue should provide insights to firms in their efforts to navigate disruptions and—in keeping with JIM’s objective to bridge international marketing theory and practice—to international marketing scholars by advancing new theoretical and empirical insights.
In this special issue, we call for both conceptual and empirical papers that address, but are not limited to, the following themes:
- What are transformative marketing approaches employed by MNEs, and what have their outcomes been in the face of disruptions caused by the pandemic, digital transformations, and other disruptive events?
- What are relevant drivers of and conditions impacting MNEs’ transformative marketing approaches in the face of disruption?
- What transformative capabilities can MNEs develop to address the market challenges that arise due to the market-disruptive events?
- What transformative capabilities can MNEs develop to address societal problems?
- How does the development of transformative marketing approaches enable MNEs to effectively address societal problems?
- What can MNEs adopting transformative marketing approaches do to (1) better navigate the economic and market volatility arising due to disruptions (e.g., pandemic) and (2) continue creating value to all stakeholders?
- What global marketing communication plans can be developed to help MNEs integrate various platform communication mediums and digital technologies in implementing transformative marketing approaches? What are the critical success factors and performance outcomes for those communication plans?
- From a global strategy perspective, how can MNEs strike a balance between the level of firm investment, stakeholder synergies and complementarities, and value creation opportunities when adopting transformative marketing approaches to tackle disruption?
- What strategies can MNEs implement to find, retain, and invest in appropriate human and technical resources to manage potentially changing customer preferences in the face of disruption?
- What are the future implications for MNEs regarding the role of emerging technologies and processes in global interconnectivity and information collection for implementing transformative marketing approaches?
- Should MNEs that adopt transformative marketing approaches have separate country-industry strategies for developed and emerging markets, or can they create unified strategies to accommodate all market and industry types? What are the implications for adopting separate and unified transformative marketing approaches in the face of disruption?
- What business model innovations are required in MNEs’ transformative marketing approaches in the face of disruption?
- What is the role of top marketing executives in the adoption of transformative marketing approaches in the face of disruption?
- What socioeconomic and geopolitical factors play a role in MNEs’ adoption of transformative marketing approaches in the face of disruption?
- What role do nonmarket players serve in home and host institutions in terms of MNEs’ capabilities to adopt transformative marketing approaches to tackle disruptions?
Carman, Tim and Emily Heil (2020), “Amid Coronavirus Fears, Chinese Restaurants Report a Drop in Business,” The Washington Post (February 14), https://www.washingtonpost.com/lifestyle/food/amid-coronavirus-fears-chinese-restaurants-report-a-drop-in-business/2020/02/14/2c7d7efe-4e8f-11ea-bf44-f5043eb3918a_story.html.
Huda Khan is Senior Lecturer in Marketing, University of Aberdeen, UK.