期刊名称：GLOBAL STRATEGY JOURNAL
 期刊简介(About the journal)
投稿须知(Instructions to Authors)
编辑部信息(Editorial Board)
About the journal
Online ISSN: 2042-5805
Overview
Aims and Scope
Global Strategy Journal is intended to be a top tier scholarly journal. Manuscripts will be double-blind reviewed by an editorial board of experienced and research active peer scholars. The board will be supported by a team of Co-Editors and Associate Editors likewise engaged in active research and with editorial experience at other high quality scholarly journals. In turn, these editors will be advised by a Senior Advisory Board of respected scholars from the international strategy field. The editors and senior advisors will establish the on-going policies governing the GSJ’s editorial review process, content and quality standards, which will be based on scientific method, relevant theory, tested or testable propositions, and appropriate data and evidence, replicable by others and representing original contributions. These policies will establish and maintain GSJ as a journal committed to high standards of intellectual rigor, while explicitly avoiding cultural or institutional biases in favor of or in opposition to any specific research type or method, or any specific source of such research. Reviews are expected to be open minded, developmental, and timely as well as rigorous and demanding. When deemed appropriate and necessary, data and other sources of information will be archived by the journal and made available to other researchers as a means of meeting the publication standards of GSJ.
The domain of GSJ, as implied by the journal name, will be the study of any and all aspects of the environment, organizations, institutions, systems, individuals, actions, and decisions that are a part of or impinge on the practice or study of strategy and strategic management of business and non-business organizations in the global context. By global, we explicitly mean any cross-border activities described as international, global, transnational, multinational, multi-regional or by any other term that substantially implies that the activities take place in multiple countries and/or are integrated across borders. This is an expansive vision which is intended to be inclusive of both current and emergent areas of study. The journal will be defined clearly by its focus on international and global organizational strategic management, rather than a universalistic approach to the study of strategy.
At the same time, the pursuit of research in international strategic management will apply, test, extend, and build theory that is derived from or impacts the general discipline of strategic management. Empirical studies may be quantitative or qualitative, but must investigate data that are, in some way, international in scope, and will be expected to apply, examine, and extend research methods derived from strategic management research and research in other social science disciplines; they may also offer both methodological advances and analytical results that can be generalized to the larger field of strategic management and possibly other disciplines as well. Primarily empirical investigations, whether based on quantitative, qualitative, or case-based data and methods, that provide scholarly insights into the study of international strategic management through methodological rigor and relevant and important results, even with limited explicit testing or development of management theory, also fall within the domain of GSJ. The journal also is explicitly interested in conceptual papers that are grounded in social sciences theory and that further the development of theory in global strategy or strategic management. Finally, GSJ is specifically committed to respect methodological and philosophical differences across national scholarly traditions, while still maintaining high standards of academic quality and rigor.
Abstracting and Indexing Information
- Current Contents: Social & Behavioral Sciences (Thomson Reuters)
- INSPEC (IET)
- SCOPUS (Elsevier)
- Social Sciences Citation Index (Thomson Reuters)
- Web of Science (Thomson Reuters)
Instructions to Authors
Author Guidelines
Guidelines for Global Strategy Journal
Online submission site: http://mc.manuscriptcentral.com/gsj
If your paper is accepted, the author identified as the formal corresponding author for the paper will receive an email prompting them to login into Author Services; where via the Wiley Author Licensing Service (WALS) they will be able to complete the license agreement on behalf of all authors on the paper.
For authors signing the copyright transfer agreement
If the OnlineOpen option is not selected the corresponding author will be presented with the copyright transfer agreement to sign. The terms and conditions of the copyright transfer agreement can be previewed below:
Copyright Transfer Agreement
Please do not complete this PDF until you are prompted to login into Author Services as described above.
Note to Contributors on Deposit of Accepted Version
Funder arrangements
Certain funders, including the NIH, members of the Research Councils UK (RCUK) and Wellcome Trust require deposit of the Accepted Version in a repository after an embargo period. Details of funding arrangements are set out at the following website: http://www.wiley.com/go/funderstatement. Please contact the Journal production editor if you have additional funding requirements.
Institutions
Wiley has arrangements with certain academic institutions to permit the deposit of the Accepted Version in the institutional repository after an embargo period. Details of such arrangements are set out at the following website: http://www.wiley.com/go/funderstatement
For authors choosing OnlineOpen
If the OnlineOpen option is selected the corresponding author will have a choice of the following Creative Commons License Open Access Agreements (OAA):
Creative Commons Attribution License OAA
Creative Commons Attribution Non-Commercial License OAA
Creative Commons Attribution Non-Commercial -NoDerivs License OAA
To preview the terms and conditions of these open access agreements please visit the Copyright FAQs hosted on Wiley Author Services http://authorservices.wiley.com/bauthor/faqs_copyright.asp and visit http://www.wileyopenaccess.com/details/content/12f25db4c87/Copyright--License.html.
If you select the OnlineOpen option and your research is funded by The Wellcome Trust and members of the Research Councils UK (RCUK) you will be given the opportunity to publish your article under a CC-BY license supporting you in complying with Wellcome Trust and Research Councils UK requirements. For more information on this policy and the Journal’s compliant self-archiving policy please visit: http://www.wiley.com/go/funderstatement.
To be sure that manuscripts move through the copyediting process please observe the following guidelines:
Title page: Please list the full names, titles, and affiliations (with complete addresses) of all authors, including e-mail, telephone, and fax information on the title page. A running head of your choice (a short title of up to 60 characters to be used at publication) should appear on the title page as well. For indexing purposes, kindly include five (5) keywords that describe your paper.
Abstract: Please supply a two-part abstract in the below format for all articles. This, as you know, is a precise summary of your entire paper, not just your conclusions, and must be able to stand alone, separate from the rest of the paper. GSJ policy is that no citations to other works are used in the abstract.
Abstract
Plain language summary: This paragraph describes the purpose and results of the paper in non-technical language. It should be aimed at practitioners, consultants, teachers and MBA students. You have the option of including implications for practice in the paragraph if you believe they are relevant, but we do not require implications – just a clear statement of purpose and results (maximum 125 words).
Technical summary: This paragraph is the traditional type of abstract, describing the scholarly purpose and theoretical and empirical results of the paper. It is targeted at research scholars and doctoral students (maximum 125 words).
Video abstract: The journal is now inviting authors of accepted papers to prepare brief "video abstracts", which help build readership and discussion of the work. The video abstracts are linked to the paper on Wiley Online Library (WOL), as well as promoted via SMS social media channels, and are hosted on the SMS YouTube channel https://www.youtube.com/user/StrategicMgmtSociety If you are interested in preparing a video abstract for your paper, please contact SMS co-editors for Media Innovations (currently Aija Leiponen and Will Mitchell) for more information: Aija.Leiponen@cornell.edu | William.Mitchell@rotman.utoronto.ca
Acknowledgements: In the final version of your paper, the names of any sponsors of your research, including grant numbers, and/or people you would like to thank, may be included in an acknowledgements section that should appear immediately before your list of references. This acknowledgement section should be on your title page and not included in the main document during the reviewing process.
General Style:
The language of the journal is American English. Please be sure that your paper is double-spaced and uses a 12-point readable font and 1-inch margins on all sides. Your text, including titles of sections, must be left-justified. There is one space between each sentence.
• Headings and subheadings are flush with the left-hand margin and the first line of the initial paragraph appearing under each is also left-justified. Other paragraphs in a section are indented.
• In headings, all words are capitalized.
• In subheadings, only the first word is capitalized.
• Do not number sections.
• Do not use ampersands (&) unless it is a commonly used expression (e.g., R&D), part of a universally known product (e.g., M&Ms), or included in a company name (e.g., Standard & Poor’s). This includes citations and references.
• Commas appear before the final ‘and’ (also ‘or’) in a series.
• Single, rather than double, quotation marks are used. When used for emphasis, words should be italicized, not in quotation marks.
• Percent is spelled out in regular text, but a % sign is used in parenthesized text and figures.
• En dashes (–) rather than hyphens (-) are used to denote a range, for example, 1996–2000; pages 124–155.
• Em dashes (—) rather than hyphens (--) are used to separate a thought or phrase from the surrounding sentence. There is no space between the words and the em dashes. The sentence should be able to stand alone if the material separated by em dashes were removed.
• Commas and periods always appear inside quotation marks, even if those quotation marks are used to signify the special definition of a word or phrase.
• Commas are used in numbers of 1,000 or higher.
• Indicate in the text where tables and figures are to appear, for example, ‘Insert Table 1 here.’
• Numbers one to nine are spelled out and numbers 10 and above appear as numerals. The exceptions are when numbers refer to ratings, code numbers, or begin a sentence.
• If a sentence begins with a number, the number must be spelled out. It is usually easier to rephrase the sentence.
• Footnotes, rather than endnotes, are incorporated into the text.
• The journal uses italicized rather than underlined text.
• Blocks of long quotations are indented and single-spaced.
• et al. is always italicized.
• Spell out all abbreviations at first use in the body of the article and use abbreviated forms thereafter, for example, return on investment (ROI). If an abbreviated form is used only once, it should be spelled out. This is for the benefit of readers, including students, some of whom may not be familiar with the meanings of all abbreviations.
• A zero (0) always appears in numbers less than 1 (e.g., 0.15, not .15). This holds true for tables and figures as well as within the text and footnotes.
• Example of GSJ style: In the United States; U.S.-based; in the U.S. economy.
• Appendices are placed after references. If there is only one Appendix, no number is needed after it (i.e., Appendix 1).
Figures and tables: Please do not incorporate your figures and/or tables into the text of your article other than a separate line, such as ‘Insert Table 1 here,’ where appropriate. Figures and tables should appear at the end of the manuscript after the references section. Do not embed other programs, such as PowerPoint, into the article.
• Figure numbers and titles appear centered below the figure, while Table numbers and titles appear left-justified above the table. Only the first word of a title is capitalized.
• In tables and figures, only the first word in column and row titles is capitalized.
• Within tables and figures, a zero (0) always appears in numbers less than 1 (e.g., 0.15, not .15).
• Table values are to be aligned on the decimal except where values differ widely, such values should be centered (this can, for example, apply to the N, R2, and F values in the final rows of a table).
• You may have your figures published in color; however, Wiley may charge you to do so.
Reference and citation style: GSJ uses the author-date style of citation. Citations in the text appear as name, date within parentheses, and listed alphabetically at the end of the paper. When a cited work has four or more authors, the form (main author et al., year) is to be used. Three authors should be written out at the first text citation and et al. used thereafter (italicize et al., whenever used). When there are one or two authors, always write out the names. When reference is made to more than one work by the same author(s) published in the same year, identify each citation in the text in the following manner: (Collins, 2005a, 2005b). Online citations should end with the date of access. Please be sure that cited works that are chapters in a book or articles in a magazine include page numbers. References should contain titles and subtitles. If necessary, cite unpublished or personal work in the text, but please do not include it in the reference list. The volume number must be included for all Strategic Management Journal, Strategic Entrepreneurship Journal and Global Strategy Journal references.
All references must have a corresponding citation in the text and vice versa.
Examples of correct referencing style:
Books:
Badaracco JL. 1991. The Knowledge Link: How Firms Compete Through Strategic Alliances. Harvard Business School Press: Boston, MA.
Bleeke J, Ernst D (eds). 1993. Collaborating to Compete: Using Strategic Alliances and Acquisitions in the Global Marketplace. John Wiley & Sons: New York.
Kirzner I. 1979. Perceptions, Opportunities and Profit. University of Chicago Press: Chicago, IL.
Book Chapters:
Bowman EH, Singh H. 1990. Overview of corporate restructuring: trends and consequences. In Corporate Restructuring, Rock L, Rock RH (eds). McGraw-Hill: New York; 1–16.
Collis D. 1996. Organizational capability as a source of profit. In Organizational Learning and Competitive Advantage, Moingeon B, Edmondson A (eds). Sage: London, U.K.: 139-163.
Hitt MA, Sexton DL, Ireland RD, Camp SM. 2002. Strategic entrepreneurship: integrating entrepreneurial and strategic management perspectives. In Strategic Entrepreneurship: Creating a New Mindset, Hitt MA, Sexton DL, Ireland RD, Camp SM (eds). Blackwell Publishers: Oxford, U.K.; 1–16.
Journal Articles:
Bagozzi R, Phillips L. 1982. Representing and testing organizational theories: a holistic construal. Administrative Science Quarterly 27(3): 459-489.
Grant RM. 1996. Toward a knowledge-based theory of the firm. Strategic Management Journal, Winter Special Issue 17:109-122.
Jensen M, Zajac EJ. 2004. Corporate elites and corporate strategy: how demographic preferences and structural position shape the scope of the firm. Strategic Management Journal 25(6): 507–524.
Shepherd DA, McMullen JS, Jennings PD. 2007. The formation of opportunity beliefs: overcoming ignorance and reducing doubt. Strategic Entrepreneurship Journal 1(1/2): 75–95.
Working Papers:
Baldwin CY, Clark KB. 2003. Where do transactions come from? Working paper, Harvard University, Harvard Business School, Boston, MA.
Christensen PS, Madsen OO, Peterson R. 1994. Opportunity identification: the contribution of entrepreneurship to strategic management. Working paper, Aarhus University Institute of Management, Aarhus, Denmark.
Keller W, Yeaple S. 2003. Multinational enterprises, international trade, and productivity growth: firm-level evidence from the United States. NBER Working Paper No. 9504, National Bureau of Economic Research, Cambridge, MA.
Papers Presented at Meetings:
D'Eredita M, Misiolek N, Siow J. 2005. States of mind as stages of team development: making sense of strategies for building a virtual team. In Proceedings of the 5th Annual Hawaii International Conference on Business, Honolulu, HI. Available at: http://www.hicbusiness.org.
Maritan CA, Florence RE. 2008. Political activity as strategic factor market competition. Paper presented at the Strategic Management Society Conference, Cologne, Germany.
Periodicals:
BusinessWeek. 2005. All that glitters. 16 October: 22–24.
Friedman M. 1970. The social responsibility of business is to increase its profits. New York Times Magazine, 13 September: 1–6.
Online Sources:
Van Brundt J. 2001. The many facets of co-development. Signals Magazine 19 May: 1-6. http://www.signalsmag.com/signalsmag.nsf [6 June 2005].
Gulati R, Huffman S, Neilson G. 2002. The barista principle: Starbucks and the rise of relational capital. Strategy + Business, August. Available at: http://www.strategy-business.com/article/20534?gko=582b3 (accessed 11 January 2015).
Editorial Board
CO-EDITORS:
Stephen Tallman, University of Richmond, USA
Torben Pedersen, Bocconi University, Italy
ASSOCIATE EDITORS:
Jaideep Anand, Ohio State University, USA
Africa Arino, IESE Business School, Spain
Dan Li, Indiana University, USA
Shige Makino, Chinese University of Hong Kong
Anupama Phene, George Washington University, USA
Lucia Piscitello, Politecnico di Milano, Italy
MEDIA CO-EDITORS:
Aija Leiponen, Cornell University, USA
Will Mitchell, University of Toronto, Canada
MANAGING EDITOR:
Sara DiBari, Wiley Publishing, 350 Main Street, Malden, MA 02148, USA
SENIOR EDITORIAL BOARD:
Bjorn Ambos, University of St. Gallen, Switzerland
Peter Buckley, University of Leeds, UK
Farok Contractor, Rutgers University, USA
Jose de la Torre, Florida International University, USA
Timothy Devinney, University of Leeds, UK
Pankaj Ghemawat, IESE Business School, Spain
Anil Gupta, University of Maryland, USA
Jean-Francois Hennart, Tilburg University, Netherlands
Tatiana Kostova, University of South Carolina, USA
Mitchell Koza, Rutgers University, USA
Jiatao (J.T.) Li, Hong Kong University of Science & Technology
Yadong Luo, University of Miami, USA
Marjorie Lyles, Indiana University, USA
Ram Mudambi, Temple University, USA
James Robins, WU - Vienna, Austria
Kendall Roth, University of South Carolina, USA
Eleanor Westney, York University, Canada
Margarethe F. Wiersema, University of California, Irvine, USA
George Yip, China Europe International Business School, China
EDITORIAL REVIEW BOARD:
Ruth Aguilera, Northeastern University, USA
Juan Alcacer, Harvard University, USA
Tailan Chi, University of Kansas, USA
Tina Claudia Ambos, Johannes Kepler University, Austria
Ulf Andersson, Copenhagen Business School, Denmark
Preet Aulakh, York University, Canada
Elitsa Banalieva, Northeastern University, USA
Helena Barnard, GIBS, University of Pretoria, South Africa
Rene Belderbos, University of Leuven, Belgium
Gabriel R.G. Benito, BI Norwegian School of Management, Norway
Heather Berry, George Washington University, USA
Sjoerd Beugelsdijk, University of Groningen, The Netherlands
Harry P. Bowen, Queens University of Charlotte, USA
Keith Brouthers, King's College London, UK
Aya Chacar, Florida International University, USA
Murali D.R. Chari, Rensselaer Polytechnic Institute, USA
Taotao Chen, Tsinghua University, China
Wilbur Chung, University of Maryland, USA
Alvaro Cuervo-Cazurra, Northeastern University, USA
Ilya Cuypers, Singapore Management University, Singapore
Luis Dau, Northeastern University, USA
Henrik Dellestrand, Uppsala University, Sweden
Charles Dhanaraj, IMD, Switzerland
Jonathan Doh, Villanova University, USA
Alex Eapen, Australian National University, Australia
Jesper Edman, Hitotsubashi University, Japan
Stefano Elia, Politecnico di Milano, Italy
Susan Feinberg, Rutgers Business School, USA
Karin Fladmoe-Lindquist, University of Utah, USA
Esteban García-Canal, Universidad de Oviedo, Spain
Ajai Guar, Rutgers Business School, USA
Anthony Goerzen, Queens University, Canada
Niron Hashai, Hebrew University, Israel
Ulf Holm, Uppsala University, Sweden
G. Tomas M. Hult, Michigan State University, USA
Thomas Hutzschenreuter, WHU, Germany
Vikas Kumar, University of Sydney, Australia
Sumit Kundu, Florida International University, USA
Nandini Lahiri, Temple University, USA
Anna Lamin, Northeastern University, USA
Marcus M. Larsen, Copenhagen Business School, Denmark
Peter Ping Li, Copenhagen Business School, Denmark
Sali Li, University of South Carolina, USA
Sarianna Lundan, University of Bremen, Germany
Randi Lunnan, BI Norwegian Business School, Norway
Xufei Ma, Chinese University of Hong Kong
Anoop Madhok, York University, Canada
Luiz F. Mesquita, Arizona State University, USA
Klaus Meyer, CEIBS, China
Snejina Michailova, University of Auckland, New Zealand
Stewart R. Miller, University of Texas at San Antonio, USA
Michael J. Mol, Cophenhagen Business School, Denmark
Felipe Monteiro, INSEAD, France
Susan Mudambi, Temple University, USA
Rajneesh Narula, Reading University, UK
Lilach Nachum, Baruch College, City University New York, USA
Bill Newburry, Florida International University, USA
Ronaldo Parente, Florida International University, USA
Carine Peeters, Vlerick Business School, Belgium
Rebecca Piekkari, Aalto University, School of Business, Finland
Bertrand Quelin, HEC-Paris
Roberto Ragozzino, ESADE Business School – Ramon Llull University, Spain
Ravi Ramamurti, Northeastern University, USA
Miguel A. Ramos, University of Texas at El Paso, USA
Jeffrey Reuer, Purdue University, USA
Elizabeth L. Rose, University of Otago, New Zealand and Aalto University, Finland
André Sammartino, University of Melbourne, Australia
MB Sarkar, Temple University, USA
Metin Sengul, Boston College, USA
Anju Seth, Virginia Tech, USA
Andreas Schotter, Ivey Business School, Canada
Jordan Siegel, Harvard Business School, USA
Jaeyong Song, Seoul National University, South Korea
Tony Tong, University of Colorado, USA
Paul Vaaler, University of Minnesota, USA
Gurneeta Vasudeva, University of Minnesota, USA
Balagopal Vissa, INSEAD, Singapore
Markus Venzin, Bocconi University, Italy
Max von Zedtwitz, Tongji University, China
Sai Yayavaram, Indian Institute of Management Bangalore, India
Akbar Zaheer, University of Minnesota, USA
Ivo Zander, Uppsala University, Sweden
Bennet Zelner, University of Maryland, USA
Minyuan Zhao, University of Michigan, USA
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