Official Journal of the International Association for Chinese Management Research (IACMR)
Sponsored by Peking University and The Hong Kong University of Science and Technology.
Published by Cambridge University Press.
MOR is published three times a year, in March, July, and November.
Management and Organization Review (MOR) aims to be the premier journal for advancing our knowledge of management and organizations in China and other emerging economies. It is a multidisciplinary journal rooted in the behavioral and social sciences underlying management research, broadly defined. MOR seeks to publish research from diverse social science disciplines such as organization behavior, organization theory, strategic management, economics, economic geography, innovation theories, anthropology, political science, political, cross-cultural, and social psychology, international business, sociology, cognitive science, and institutional theory.
MOR aspires to attract papers that challenge themselves not only to be methodologically sound but substantively contributing to our understanding of phenomena that are new to the literature and relevant to China or emerging economies. Papers published in MOR can focus on all types of organizations such as firms, academic, educational, and cultural institutions, not for profits, NGOs, governmental organizations, and State Owned Enterprises.
MOR has an inclusive disciplinary and methodological philosophy and welcomes research at all levels of analysis, such as individual, group, organization, industry, institution, economic systems, international business, and societal cultural studies. MOR editors are especially interested in attracting and publishing forward-looking papers that break new ground, rather than papers that make incremental contributions, as well as papers that elucidate indigenous management theories. MOR is open to diverse rigorously executed social science research methodologies including qualitative research, surveys, archival and historical analyses, content analysis, laboratory experiments, simulations, and computational methods, as well as papers that synthesize or translate theories and empirical research that make research accessible to scholars outside of disciplinary sub-fields.
The editors recognize that important new insights are often discovered at the intersection of established theories, research methods, and specific research questions. When considering papers submitted to MOR the editors consider these questions: Does it fall within the domain of MOR? Does it offer fresh insights? Does it tell an interesting story? Is it methodologically competent? And does the evidence or logic substantiate the conclusions?
To enrich scholarly discourse and promote theoretical innovation, MOR will occasionally publish “Perspective” papers that direct attention to new important evidence-based phenomenon or that redirect or shut down a line of research. Perspective papers will be reviewed in the same way as all other papers published in MOR. In addition, “Momentum” is a special editorial area intended to break ground for the future, revisit past debates, and capture and highlight important current issues in management and globalization. It features essays and interviews designed to stimulate and engage vibrant Dialog, Debates, and Discourse in the scholarly community.
Please submit manuscripts online through the MOR ScholarOne Manuscripts site at http://mc.manuscriptcentral.com/mor.
Manuscripts must be double-spaced throughout (this includes notes and references) with all margins at least one inch and no more than 40 pages. The first page of the manuscript should include a title, an informative abstract of no more than 200 words, and three to five keywords or phrases. References must be listed alphabetically. All tables and figures should be at the end of the manuscript, after the references.
Editorial Review Process
Management and Organization Review has a decentralized editorial structure composed of Senior Editors and an Editorial Review Board committed to working with authors to develop interesting ideas into publishable papers. Each Senior Editor has the autonomy to accept or reject a paper for publication or to request that the author revise and resubmit the paper. The decisions of Senior Editors are binding on the journal.
MOR is committed to provide in-depth, constructive, and insightful reviews. Therefore, authors are invited to nominate two Senior Editors who are best suited to oversee the review of the paper. Prior to nominating two Senior Editors please review the list of Senior Editors and their research interests. Feel free to review their personal web sites. The Editor in Chief will make the assignment of the Senior Editor. In addition, authors are invited to nominate up to four reviewers (with suitable expertise and no conflict of interest with the author(s) as potential reviewers for the paper being reviewed). Management and Organization Review will make every effort to select one author-nominated reviewer. Manuscripts are reviewed in a double-blind process by at least two reviewers. The Senior Editor integrates his or her independent evaluation with those of the reviewers to provide guidelines for revising the paper when it is considered suitable for potential publication in MOR or reasons for why the paper is not suitable for publication in Management and Organization Review.
To maximize the match between the research reported in the paper, it is important that authors give careful thought to the nomination of the two Senior Editors and ad-hoc reviewers.
The guidelines provided to reviewers are available on the MOR web page (www.iacmr.org). Authors are encouraged to read these guidelines so that they are aware of MOR reviewers’ expectations.
Please send any questions regarding the submission or review process to Tina Minchella (email@example.com), the Managing Editor for Management and Organization Review.
1. The journal publishes articles in English only. A Chinese translation of the Abstract of each article is also published in the same issue.
2. The journal accepts original manuscripts that are not under review or consideration for publication in other journals or books.
3. All papers will be blind reviewed by two qualified reviewers.
4. MOR aims to provide timely feedback and will aim to make first editorial decision within three months after the manuscript is received.
1. Manuscripts are electronically submitted to the MOR ScholarOne Manuscripts site at http://mc.manuscriptcentral .com/mor. We check the manuscript to ensure that it is appropriate for the journal, that it is formatted according to the MOR Style Guide, and that it is formatted for blind review. Every submission is also checked with our online plagiarism software.
If you do not already have a profile on ScholarOne Manuscripts, you will be prompted to provide your address and a minimum of three keywords to designate your areas of expertise.
2. When submitting a manuscript, authors will be prompted to select two Senior Editors and up to four ad hoc reviewers. The Editor-in-Chief will assign manuscripts eligible for review to one Senior Editor to serve as an action editor (AE). This AE will, in turn, suggest one reviewer from MOR’s Editorial Review Board and one reviewer from the list suggested by the author, when appropriate.
3. As a reviewer, you will receive an invitation to review a manuscript from the MOR ScholarOne Manuscripts site. Please respond to the initial request to inform the managing editor of your response to the request. Once you agree to review, the manuscript and instructions on how to review will be available to you in your Reviewer Center on ScholarOne Manuscripts.
4. You are given four weeks to complete the review. If you find you cannot complete the review within this time frame, please let us know immediately so that we may consider an appropriate extension or reassign the manuscript if necessary.
5. We will send reminders two and three weeks after you have received the manuscript. We are committed to providing timely feedback to authors. Please try your best to send the review within the four week time frame.
6. Completing reviews early will not lead to more papers to review. We will honor our commitment of a maximum average of one manuscript every two months. If we truly need your help with an extra one, we will email you first to seek your approval before sending the manuscript.
7. Decision letters will be sent electronically to the authors, and you will receive a blinded copy of the decision letter, which includes the reviews.
8. Because of our “developmental” mission, we tend to offer authors the opportunity to revise and resubmit even on manuscripts that may require substantial work. However, this is contingent on your recognizing that paper contains an interesting idea. Providing such an opportunity encourages and helps authors develop the manuscript as much as possible. We will try to make a final decision after the second revision.
9. MOR utilizes the same reviewers throughout a manuscript’s progression through the revise and resubmit process.
Review Writing Guidelines
1. Please use first and second person in your writing style, as if you were speaking to the author directly about his or her manuscript. This will facilitate a more “friendly” tone.
2. Be specific about the problems you see and offer suggestions wherever possible. There is a high proportion of new authors in this field. Therefore, you are a “coach,” and a “mentor,” as well as a “subject matter peer referee.”
3. After having read the paper, please first focus on finding the jewel in the paper. In writing your review the first paragraph should summarize your understanding of the paper and the author(s) intent. Try to find positive features of the manuscripts as well as identifying problems. Even for manuscripts with serious problems that may not be able to be rectified, it does not hurt to provide some positive feedback to the author. Through our encouraging and developmental style, we hope rejected authors will be motivated to do better research in the future and to send their future manuscripts to MOR.
4. It is helpful if you use a “numbering” system to make your points. This helps you to organize your feedback and makes it easier for the author(s) and action editor as well.
5. Please do not make statements such as “this manuscript should be accepted,” “this manuscript has a good chance of being accepted," or “this manuscript should not be accepted,” etc. In other words, please do not comment on the possible ultimate outcome of the review process. Such confidential summary evaluations should only be communicated to the action editor.
6. It is very important that reviews not be so detailed and so prescriptive that the impression is created that you, the reviewer, is coercing the author to write the paper that you wish you would have written. It is also very important that you do not require citations to your own work or that of close collaborators unless absolutely salient to enhancing the paper.
7. For a reasonable proportion of our authors, English is their second language; therefore, we ask that you do not judge the merit of the manuscript in terms of the English writing. Rather, focus on the ideas. If there is merit, we can improve the English during the revision process.
8. If the manuscript is good but not good enough for MOR or if the topic does not fit the mission domain of MOR, please suggest other journals that the author may consider in the “Comments to the Action Editor” section on the review form. Please do not mention this in the “Comments to the authors.”
9. You will always have access to the review and the submission in your Reviewer Center. When you agree to review the revised version, you will have access to the authors’ comments and both submissions.
10. Please remember that MOR values providing highly developmental feedback to all of our authors. Regardless of the quality or of the promise of the paper for publication in MOR, we hope authors will learn how to conduct better research through the feedback we provide. We appreciate your patience in engaging in this extraordinary developmental role for MOR authors!
Arie Y. Lewin, Duke University, USA
Tina Minchella, Arizona State University, USA
Kwok Leung, City University of Hong Kong, China
Klaus E. Meyer,
Mie Augier, US Navy Postgraduate School, US
Organizations and strategic management; developing an interdisciplinary and cross cultural framework for understanding organizational decision making; organizational economics ; cultural influences on organizational decision making and strategy; history and future of business schools and management education
Email: firstname.lastname@example.org and email@example.com
(George) Zhen Xiong Chen, Australian National University, Australia
Leadership; voice; organizational commitment; organizational behavior in the Chinese context and cross-cultural contexts
Bor-Shiuan Cheng, National Taiwan University, Taiwan
Organizational behavior in the Chinese context; leadership; team processes; organizational culture
Ray Friedman, Vanderbilt University, US
Negotiation; dispute resolution; Chinese culture and management; diversity in organizations; labor relations
Greg Hundley, Purdue University, US
Strategic human resource management; compensation and reward; self-employment and international compensation; entrepreneurship
Thomas Hutzschenreuter, WHU – Otto Beisheim School of Management, Germany
Internationalization strategy; foreign direct investment; panel data analysis
Sheen S. Levine, Columbia University, US
Business strategy; behavioral strategy; cognition; innovation; organizational theory; entrepreneurship
Xiaohui Liu, Loughborough University, UK
International business; human mobility; international knowledge spillovers; innovation in emerging economies; internationalization strategies of firms from emerging economies (including motives, entry modes, corporate governance, and outcomes of international diversification); knowledge acquisition
Xiaowei Rose Luo, INSEAD, France
Institutional theory; family business; corporate governance; corporate social responsibility; cross-cultural variation in organizational practices
Ishtiaq Pasha Mahmood, National University Singapore, Singapore
Innovation; diversification; corporate strategy; international business
Silvia Massini, University of Manchester, UK
Offshoring of innovation and knowledge intensive business services; economics and management of innovation; evolutionary and behavioral theories; adoption and diffusion of innovation; knowledge creation and management
Chris Marquis, Harvard Business School, US
Organizational theory; institutional theory; sustainability; social entrepreneurship
Johann Peter Murmann, University of New South Wales, Australia
Strategic management; innovation; evolutionary theories in management and economics; comparative firm and industry studies; business history
Bent Petersen, Copenhagen Business School, Denmark
Internationalization of firms; global sourcing; value creation logics; real options and entry modes; strategic management
Carine Peeters, Solvay Brussels School of Economics and Management, Belgium
International business; strategy; global sourcing; offshoring; outsourcing
Laura Poppo Kansas University, US
Knowledge management; institutional theory; cooperative strategy; transitional economies
Mooweon Rhee, Yonsei University, Korea
Organizational learning; organizational status; corporate reputation; social networks; Asia-based theories of organizations
Bilian (Belaine) Sullivan, Hong Kong University of Science and Technology, China
Organizational learning and change; organizational and inter-organizational networks; international management; and decision-making
Eric Tsang, University of Texas at Dallas, US
Organizational learning, strategic alliance; corporate governance; corporate social responsibility; philosophical analysis of methodological issues
Alain Verbeke, University of Calgary, Canada and University of Brussels, Belgium
MNE theory; internalization theory; transaction cost economics; regional and global strategy; foreign direct investment; subsidiary management and entrepreneurship; MNE governance; bounded rationality; bounded reliability; stakeholder management; MNE corporate social responsibility; environmental strategy
Michael A. Witt, INSEAD, Singapore and Harvard University, US
Asia; business systems; varieties of capitalism; international business
Zhi-Xue Zhang, Peking University, China
Team process; negotiation and conflict management; team process; leadership
Xueguang Zhou, Stanford University, US
Sociology of organization; social stratification; economic sociology; Chinese society
Editorial Advisory Board
Paul Beamish, University of Western Ontario, Canada
Peter Buckley, University of Leeds, UK
Chao C. Chen, Rutgers University, USA
John Child, University of Birmingham, UK
Giovanni Dosi, Sant’Anna School of Advanced Studies, Italy
Yves Doz, INSEAD, France
Jiing-Lih Larry Farh, Hong Kong University of Science and Technology, China
Maruo F. Guillen, University of Pennsylvania, USA
Michael Hitt, Texas A&M University, USA
Martin Kenney, University of California, Davis, USA
Yadong Luo, University of Miami, USA
James March, Stanford University, USA
Marshall W. Meyer, University of Pennsylvania, USA
Michael Morris, Columbia University, USA
Victor Nee, Cornell University, USA
Seung Ho Park, Moscow School of Management, China
Gordon Redding, INSEAD, France
Oded Shenkar, Ohio State University, USA
Henk Volberda, Erasmus University, The Netherlands
Mary Ann Von Glinow, Florida International University, USA
Andrew Walder, Stanford University, USA
Malcolm Warner, University of Cambridge, UK
Weiying Zhang, Peking University, China
Shuming Zhao, Nanjing University, China