Calls for papers
Global Business and Economics Review
Special Issue on: "Business Models/Projects: Design, Venture, Manage and Evaluate"
Dr. Narendar V. Rao, Northeastern Illinois University, USA
Dr. Kotapati Srinivasa Reddy, India
Dr. Rakesh Arrawatia, Institute of Rural Management Anand, India
Best Paper Award [of US$200] provided by the Guest Editors, who will judge the papers for the Award.
Drawing attention to the historical perspectives of “the sense of business”, early scholars posited that business is a core attribute that’s embedded into culture not for profit making but largely for exchange and survival. Based on subjective dialogue, researchers defined the term “business” differently though paid less attention to exploring what the “architecture of business” is. For example, a design or model for a tailoring business is different to that of a restaurant business. This infers that elements such as “create, innovate, venture and manage” are special and need to be kept in mind for every business.
Moving forward, Teece (2010) suggested that an established business enterprise usually adopts a particular business model that illustrate “the design or architecture of the value creation, delivery and capture mechanisms it employs”; in other words, “the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit”. Furthermore, some scholars postulated that “Business of business is not only a Business”, but that it also transforms ideas, policies, systems, cultures, habits, technology, intelligence, and so forth among people and nations (Reddy et al., 2013). By and large, architecture or design of business has distinct meaning to the sense of business (Baden-Fuller & Mangematin, 2013; Eppler et al., 2011; Palo & Tähtinen, 2011).
It is worth stating that the business models/projects stream has attracted a mass of disciplines include economics, strategy, finance, accounting, international business, law and sociology. Thus, it provides sophisticated data in order to conduct qualitative and quantitative research as well as to uphold its interdisciplinary tone. Importantly, business models are defined as a source of value creation whilst considering resources, capabilities and opportunities (Sanchez & Ricart, 2010). In fact, they seek to explain how value is created, not just how it is captured (Zott et al., 2011). On the other hand, innovation in financing new business projects (small- and medium-sized) including public-private partnerships (PPP), private equity investments and crowdfunding is gaining popularity (Amatucci & Esposito, 2013; Gippel, 2013; Hwang et al., 2013; Meidutē & Paliulis, 2011; Mollick, 2014).
However, few studies are associated with emerging countries and scholars can take this opportunity to improve the existing literature on business models and projects. For instance, studies that examine innovative ideas in business models and new models in firm internationalisation processes, financing business enterprises, private equity and crowdfunding in new business ventures, management of PPP projects, foreign investments in infrastructure projects (e.g. transport, warehousing), financing and contracting in business projects, costing and cash flow problems in business projects, reasons behind the failure of start-up businesses and barriers to success in doing business in emerging markets are most welcome.
Amatucci, F. M., & Esposito, P. (2013). Public-private partnerships in welfare system. Global Business and Economics Review, 15(2), 181-195.
Baden-Fuller, C., & Mangematin, V. (2013). Business models: A challenging agenda. Strategic Organization, 11(4), 418-427.
Eppler, M. J., Hoffmann, F., & Bresciani, S. (2011). New business models through collaborative idea generation. International Journal of Innovation Management, 15(6), 1323-1341.
Gippel, J. K. (2013). A revolution in finance?. Australian Journal of Management, 38(1), 125-146.
Hwang, B. G., Zhao, X., & Gay, M. J. S. (2013). Public private partnership projects in Singapore: Factors, critical risks and preferred risk allocation from the perspective of contractors. International Journal of Project Management, 31(3), 424-433.
Meidute, I., & Paliulis, N. K. (2011). Feasibility study of public-private partnership. International Journal of Strategic Property Management, 15(3), 257-274.
Mollick, E. (2014). The dynamics of crowdfunding: An exploratory study. Journal of Business Venturing, 29(1), 1-16.
Palo, T., & Tähtinen, J. (2011). A network perspective on business models for emerging technology-based services. Journal of Business & Industrial Marketing, 26(5), 377-388.
Reddy, K. S., Nangia, V. K., & Agrawal, R. (2013). Indian economic-policy reforms, bank mergers, and lawful proposals: the ex ante and ex post 'lookup'. Journal of Policy Modeling, 35(4), 601-622.
Sanchez, P., & Ricart, J. E. (2010). Business model innovation and sources of value creation in low-income markets. European Management Review, 7(3), 138-154.
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2-3), 172-194.
Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research. Journal of Management, 37(4), 1019-1042.
Suitable topics include, but are not limited to, the following:
- Innovative ideas for the architecture of ideal business models
- Motives of innovation in business models
- New models in foreign market entry
- Financing a business enterprise (small- and medium-size)
- Private vs. public capital in new business formation
- Public funding (IPOs) in business expansion
- Venture capitalists' role in business projects
- Private equity investments in feasible business ventures
- Crowdfunding in feasible business ventures
- Bank financing, leasing and contracting in new business projects
- Innovation in financing new business models and projects
- Management of public-private partnership (PPP) projects
- Government and political issues in PPP projects
- Foreign direct investment in PPP projects
- Management of joint venture projects
- Inventory and supply chain issues in projects
- Cash flow and working capital financing in projects
- Barriers to success in new business models
- Barriers to success in doing business in emerging markets
- Evaluating project performance
- Financial closure of business projects
- Cost estimation and control in project management
- Procedural and documentation issues in business projects
- Diversified business groups and innovation
- Reasons behind the failure of start-ups
- Private equity funding in mergers/acquisitions
- Socially-driven vs. value-driven projects and assessment
- Industry-specific studies (e.g. e-commerce, publishing, online education)
- Qualitative and quantitative studies in business models and project management
Notes for Prospective Authors
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. (N.B. Conference papers may only be submitted if the paper has been completely re-written and if appropriate written permissions have been obtained from any copyright holders of the original paper).
All papers are refereed through a peer review process.
All papers must be submitted online. To submit a paper, please read our Submitting articles page.
Please feel free to contact Dr. K.S. Reddy at email@example.com with any queries.
Manuscripts due by: 31 October, 2015