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Submission Window: April 1–June 30, 2026

Global markets are increasingly characterized by volatility, political conflict, and institutional frictions. In this environment, firms frequently face not only the challenge of entering new international markets but also the necessity of exiting, reentering, or reshaping their global strategies. Despite the growing frequency of these dynamics, our theoretical and empirical understanding of the marketing drivers, processes, strategies, and consequences of deinternationalization and reinternationalization remains limited.

Extant research has recognized that cycles of deinternationalization (often triggered by international conflicts and related sanctions) and reinternationalization (including the pressures for reshoring) are becoming increasingly salient. Yet, the drivers and outcomes of these processes remain underexplored and deserve further investigation (Berry 2013; Fang et al. 2025; Kafouros et al. 2022; Meyer et al. 2023). Specifically, findings on how economic and political differences influence foreign divestment remain equivocal, underscoring the need for more contextualized insights into their interrelationship (Nguyen et al. 2022).

In this context, while entry modes in international markets have received considerable scholarly attention, firms’ exit from foreign markets remain comparatively underexplored (Sousa and Tan 2015). Existing studies have examined exit decisions at the firm, subsidiary/parent, industry, and country levels (for a review, see Tan and Sousa [2020] and Da Foneseca and Da Rocha [2023]). For instance, Yayla et al. (2018) studied the impact of market orientation, relational capital, and internationalization speed on market exit and reentry decisions in turbulent target markets and concluded that relational capital specific to host countries negatively affects market exit decisions under political conflict. Tan and Sousa (2019) connected exit decisions to innovation research, showing that innovation capability moderates the relationship between performance and exit. Meanwhile, Watson et al. (2018) emphasized the role of digital technologies in shaping foreign market entry modes, highlighting a parallel need to explore how digitalization influences foreign market exits—including exit from online internationalization.

The frequency and scale of the foreign market entry, reentry, and exit decisions have grown significantly in the past two decades. Institutional differences and political frictions between developed and emerging economies are often cited as root causes (e.g., Nguyen et al. 2022; Niu and Wang 2024). Moreover, drivers, processes, and outcomes of exit and reentry vary substantially across large resource-rich firms, small and medium-sized enterprises (SMEs), and born globals (Da Fonseca and Da Rocha 2023), emphasizing the importance of internal firm context. As a result, both executives and scholars face the daunting challenge of developing the marketing knowledge and capabilities necessary to manage foreign market entry, reentry, and exit decisions successfully.

From an international marketing perspective, marketing strategy and capabilities are central to understanding de- and reinternationalization. Jafari-Sadeghi et al. (2023) identified that the lack of marketing capabilities—such as inadequate interpretation of market signals, misfit between products and markets, and insufficient adaptation—as the primary internal drivers of reduced internationalization among SMEs. Other factors include mismatches in marketing/digital channels (e.g. platform and promotional cost, visibility issues) and challenges in customer acquisition, which often determine whether internationalization falters or regains momentum through recalibration (Crick et al, 2020; Jean et al. 2025; Vissak and Francioni 2013).

Therefore, the primary aim of this special issue is to stimulate research on how underlying concepts and methodologies in international marketing—alongside insights from related fields such as international business, strategy, and entrepreneurship—can advance our understanding of marketing capabilities, strategies, and their outcomes at the customer and/or firm (subsidiary/headquarters) level in the context of foreign market entry, reentry, and exit.

Potential Topics of Interest

We encourage both conceptual and empirical contributions that address, but are not limited to, the following themes pertaining to foreign market entry, reentry, and exit in international markets:

1. Interrelationships between international, multinational, global, and transnational marketing strategies and foreign market entry, reentry, and exit modes.
2. Impact of marketing capabilities and strategies on organizational performance during foreign market entry, reentry, and exit.
3. Value creation and value capture factors shaping marketing strategies in foreign market entry, reentry, and exit modes.
4. Marketing communication and advertising in shaping firms’ foreign market entry, reentry, and exit decisions.
5. Consumer and customer responses to market entry, reentry, and exit decisions.
6. Marketing performance appraisal and feedback systems in foreign market entry, reentry, and exit decisions.
7. Effects of national and organizational culture differences on marketing capabilities and strategies in foreign market entry, reentry, and exit.
8. Influence of technology (e.g., AI, digitalization) on marketing capabilities and strategies in foreign market entry, reentry, and exit.
9. Interrelationships between strategic agility, ambidexterity, and marketing capabilities and strategies in foreign market entry, reentry, and exit.  
10. Role of diversity (e.g., gender, board composition, language) in shaping marketing capabilities and strategies in foreign market entry, reentry, and exit.
11. Impact of innovation capability on marketing strategies and outcomes in foreign market entry, reentry, and exit decisions.
12. Effects of de- and reinternationalization on different aspects of firm performance, considering strategic/proactive, forced, or mimetic behavior.
13. Internal changes in micro foundations and organizational transformation associated with reinternationalization.

This special issue seeks to advance knowledge on the aforementioned issues and beyond. We welcome submissions from diverse theoretical and empirical perspectives. Papers should not only contribute new evidence but also engage critically with existing assumptions and accumulated knowledge. We encourage thought-provoking contributions that challenge prevailing views and offer fresh, even counterintuitive, perspectives on foreign market entry, reentry, and exit strategies.

Submission Guidelines

Submissions should follow . All manuscripts will be reviewed as a cohort for this special issue of the Journal of International Marketing. Submissions will undergo the journal’s double-anonymized review process and adhere to established norms and procedures. Manuscripts must be submitted via the journal’s .

For questions regarding this special issue, please contact the lead guest coeditors: Pervez Ghauri (p.ghauri@bham.ac.uk) and Destan Kandemir (dkandemir@gsu.edu).

Submissions for the special issue open on April 1, 2026, with the final deadline for submissions being June 30, 2026. Please note that the review process (desk review and first round) can take approximately 3–4 months.

Special Issue Editors

Pervez Ghauri completed his PhD at Uppsala University (Sweden) where he also taught for several years. After moving to the UK, he served in Manchester Business School and King’s College London as chaired professor of International Business. Currently, Pervez is Professor of International Business at University of Birmingham, UK. Pervez is the founding Editor of International Business Review and Consulting Editor for Journal of International Business Studies since 2017. He also served as Editor (Europe) for Journal of World Business for the period 2007–2014. Pervez is a Fellow of the Academy of Social Sciences, European International Business Academy, and the Academy of International Business, where he was also Vice President between 2008 and 2010. Pervez has published more than 30 books including the bestseller, Research Methods in Business Studies, now in its 5^th edition with Cambridge University Press. He has published more than 100 articles in top-level journals such as Journal of International Business Studies, Journal of International Marketing, Journal of Organizational Behavior, Research Policy, Journal of Product Innovation Management, Journal of World Business, Industrial Marketing Management, Journal of Business Research, and International Marketing Review. He has guest edited several top-level journals. Pervez has also been consulting and running executive training programs with several companies such as BP, Ericsson, and Airbus Industries.

Destan Kandemir is a visiting professor at Georgia State University, USA. She received her PhD in marketing and international business from Michigan State University. Her research focuses on marketing strategy, new product development, innovation, strategic alliances, and international business. Her publications have appeared in the journals including Journal of Management, Journal of the Academy of Marketing Science, Journal of International Marketing, Journal of the Product Innovation Management, Industrial Marketing Management, Journal of Business Research, International Marketing Review, International Business Review, and Thunderbird International Business Review. She has served as a Co-Chair of Journal of Product Innovation Management’s Annual Research Forum in 2024 and 2025.

Birgit Hagen is Associate Professor of International Entrepreneurship and Marketing at the University of Pavia, in Double Affiliation with the Vorarlberg University of Applied Sciences, Austria. She received her PhDs from the WU (Vienna University of Economics and Business), Austria, and from the University of Pavia, Italy. Her research focuses on international entrepreneurship, in particular entrepreneurial internationalization and the entrepreneurial behavior underlying internationalization and marketing. Birgit has published in the Journal of International Business Studies, International Business Review, International Marketing Review, Management International Review, Industrial Marketing Management, and in various books (e.g. International Entrepreneurship) and book chapters. In the past, she held senior executive marketing positions in Austria, France, and Italy in a multinational enterprise.

AysegĂŒl Özsomer is Professor of Marketing at Koç University, TĂŒrkiye, and serves as Editor in Chief of Journal of International Marketing. She earned a PhD in marketing and logistics from Michigan State University. Her over 30 years of experience in research, consulting, and teaching in the United States and TĂŒrkiye has resulted in publications in top marketing journals such as Journal of International Marketing, Journal of Marketing, Journal of Marketing Research, International Journal of Research in Marketing, Industrial Marketing Management, and Journal of Business Research. Her papers have received several awards, such as the S. Tamer Cavusgil Award for the best Journal of International Marketing article in a given year in 2013 and 2023, and the Gerald E. Hills Best Paper Award in 2011 for the ten-year impact made to research on entrepreneurial marketing and market orientation.  She is the coauthor of the book The New Emerging Market Multinationals: Four Strategies for Disrupting Markets and Building Brands (published by McGraw-Hill, 2012). The bulk of Professor Özsomer’s work is in international marketing, and she is active in the ÂÜÀòÉçčÙÍű Global Marketing SIG.

References

Berry, Heather (2013), “When Do Firms Divest Foreign Operations?” Organization Science, 24 (1), 246–61.

Crick, James M., Dave Crick and Shiv Chaudhry (2020), “Entrepreneurial Marketing Decision-Making in Rapidly Internationalising and De-Internationalising Start-Up Firms,” Journal of Business Research, 113, 158–67.

Da Fonseca, LuĂ­za Neves Marques and Angela da Rocha (2023), “Setbacks, Interruptions and Turnarounds in the Internationalization Process: A Bibliometric and Literature Review of De-Internationalization,” Management Review Quarterly, 73 (3), 1351–84.

Dominguez, NoĂ©mie and Ulrike Mayrhofer (2017), “Internationalization Stages of Traditional SMEs: Increasing, Decreasing and Re-Increasing Commitment to Foreign Markets,” International Business Review, 26 (6), 1051–63.

Fang, Xiang, Zhiyong Yang, Kevin Kam Fung So, Yingying Shao, Zhuofan Zhang, and Grace Fang Yu-Buck (2025), “Stay or Leave? How Corporate Responses to Economic Sanctions Shape Consumer Reactions,” Journal of the Academy of Marketing Science, 53, 1401–21.

Jafari-Sadeghi, Vahid, Hannan Amoozad Mahdiraji, Gazi Mahabubul Alam, and Alberto Mazzoleni (2023), “Entrepreneurs as Strategic Transformation Managers: Exploring Micro-Foundations of Digital Transformation in Small and Medium Internationalisers,” Journal of Business Research, 154, 113287.

Jean, Ruey-Jer B., Daekwan Kim, S. Tamer Cavusgil, and Chialin Chen (2025), “Determinants of Chinese Exporters’ Online De-Internationalization,” Management and Organization Review, https://doi.org/10.1017/mor.2024.65.

Kafouros, M., S. Tamer Cavusgil,  Devinney, T. M., Ganotakis, P., & Fainshmidt, S. (2022), “Cycles of De-Internationalization and Re-Internationalization: Towards an Integrative Framework,” Journal of World Business, 57 (1), 101257.

Meyer, Klaus E., Tony Fang, Andrei Y. Panibratov, Mike W. Peng, and Ajai Gaur (2023), “International Business Under Sanctions,” Journal of World Business, 58 (2), 101426.

Niu, Teng and Peng Wang (2024), “The Karmic Debt of Pollution Haven Hypothesis: Subnational Environmental Regulatory Pressure and Foreign Divestment from an Emerging Market,” Journal of International Marketing, 32 (2), 33–48.

Nguyen, Ha Thi Thu, Jorma Larimo, and Pervez Ghauri (2022), “Understanding Foreign Divestment: The Impacts of Economic and Political Friction,” Journal of Business Research, 139, 675–91.

Sousa, Carlos M.P. and Qun Tan (2015), “Exit from a Foreign Market: Do Poor Performance, Strategic Fit, Cultural Distance, and International Experience Matter?” Journal of International Marketing, 23 (4), 84–104.

Tan, Qun and Carlos M.P. Sousa (2019), “Why Poor Performance Is Not Enough for a Foreign Exit: The Importance of Innovation Capability and International Experience,” Management International Review, 59 (3), 465–98.

Tan, Qun and Carlos M.P. Sousa (2020), “Giving a Fish or Teaching to Fish? Exploring the Effects of Home-Country Governmental Support on Foreign Exit Decisions,” International Marketing Review, 37 (6), 1181–1203.

Vissak, Tiia and Barbara Francioni (2013), “Serial Nonlinear Internationalization in Practice: A Case Study,” International Business Review, 22 (6), 951–62.

Watson, George F., IV, Scott Weaven, Helen Perkins, Deepak Sardana, and Robert W. Palmatier (2018), “International Market Entry Strategies: Relational, Digital, and Hybrid Approaches,” Journal of International Marketing, 26 (1), 30–60.

Yayla, Serdar, Sengun Yeniyurt, Can Uslay, and Erin Cavusgil (2018), “The Role of Market Orientation, Relational Capital, and Internationalization Speed in Foreign Market Exit and Re-Entry Decisions Under Turbulent Conditions,” International Business Review, 27 (6), 1105–15.

Go to the Journal of International Marketing

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Submission Window: August 1–October 31, 2026

Manuscripts are currently being solicited for an upcoming special issue of the Journal of International Marketing (JIM) dedicated to Global Endorsers (Influencers, Celebrities, and Opinion Leaders) in Marketing.

Background

Globally, expenditure on influencer marketing have exploded, increasing from US$1.2 billion in 2006 to $33 billion in 2025 (Statista 2025). According to a report issued by Allied Market Research (2023), global growth in the influencer market will average 28.6% over the next seven years, making it a $199.6 billion industry. In conjunction with this growth, there has been a high volume of research on influencer marketing that has investigated a wide range of factors related to its effectiveness (Fowler and Thomas 2023; Hudders and Lou 2023). While there have been several studies of social media marketing strategies for global influencers (Kara et al. 2021) and for brands (e.g., Wahid et al. 2023), relatively little academic work has focused on the global and cultural aspects of the influencer phenomenon.

Numerous influencers have massive social media followings, including some who can be regarded as global endorsers, as their appeal cuts across national boundaries. From a marketing standpoint, there are important distinctions between global, regional, and local influencers, yet relatively little is known about influencers who have global followings and what distinguishes them from those who do not. There are also political leaders who can be considered narrowband influencers and global icons (Peres et al. 2020). “Extant research has found that there are “distinct associations attached to global vs. local brands” (Sayin et al. 2024, p. 1) that potentially impact consumer expectations and consumer responses in different contexts, but similar frameworks have not been applied to better understand influencer marketing on a global level.

By the same token, the role of world-famous celebrities as global endorsers is increasingly important in marketing. Global celebrities with the largest number of followers include Cristiano Ronaldo (1.02 billion followers), Selena Gomez (683.9 million followers), and Justin Bieber (596.3 million followers) (Duarte 2025). Celebrities with large followings are not restricted to the Western world; several Chinese celebrities having large followings (Sun et al. 2022), and Korean pop acts such as BTS have fandoms that extend beyond their home country market. While there is much literature on factors associated with celebrity endorsement success, our knowledge is limited to a local context (e.g., Bergkvist and Zhou 2016). Few studies have focused on global campaigns using celebrities whose appeal transcends national boundaries (e.g., Shah, Olya, and Monkhouse 2023), on celebrities in emerging markets (e.g., Roy et al. 2019) or on cultural nuances and celebrities (Winterich, Gangwar, and Grewal 2018).

Opinion leaders are another group of global endorsers. They are consumers with higher expertise and/or willingness to spend effort to understand products and propagate their recommendations to other consumers (Kuksov and Liao 2019). Opinion leaders differ from influencers because they do not necessarily hold positions of power and/or prestige, and they may not have vast number of followers. Yet, compared with the literature on influencers and celebrities, research on the role of opinion leaders in international marketing and global branding is far less developed.

Collectively, global influencers, celebrities, and opinion leaders can be viewed as global endorsers in international marketing. There is a need for studies from the branding, consumer, and firm perspectives in terms of evaluation of and reaction to global endorsers. From a branding perspective, concepts of global brands (Özsomer, Batra, and Steenkamp 2024), perceived brand globalness (Liu et al. 2021), and self-identification with global consumer culture (Cleveland and Laroche 2006)—among others—may help unpack multiple questions: What leads to global endorsers’ cross-border audience? What attributes associated with these endorsers lead to higher effectiveness (with some consumer groups) and, ultimately, whether and how global endorsers can contribute to glocal branding strategy outcomes (Schmidt-Devlin, Özsomer, and Newmeyer 2022)?

From a consumer perspective, global consumer culture theory suggests that there is a sizeable group of consumers, especially those who highly identify with global consumer culture, for whom perceived brand globalness is important in purchase decisions. Yet, antiglobalization forces have called into question the degree to which global brands have an advantage (e.g., Davvetas et al. 2023).  As a result, more insight into perceptions of global, regional, and local endorsers and their effectiveness is needed. Some recent studies of brand choice that have conceptualized globalness and localness as a product attribute (Davvetas et al. 2023; Steenkamp 2014) may provide a useful framework for such analyses, in addition to those that have focused on global versus local brand choice (e.g., Xie, Batra, and Peng 2015).

From a firm perspective, the selection, evaluation, and retention of global endorsers is a critical task. Frameworks, decision tools, and road maps that can assist in these processes are needed and are welcome for this special issue. The role of recent developments such as generative AI, deepfakes, large language models, and others are also ripe for investigation.

Topics

We welcome studies that address the topic of global endorsers from the diverse angles explained above, including new developments, theories, models, methods, and frameworks. Single-country and single-study papers will not be considered. Multidisciplinary collaboration between international marketing scholars and scholars from other business disciplines is encouraged. We are also open to a wide variety of methods, including experiments, surveys, qualitative methods, conceptual development, meta-analysis, bibliographic study, and text mining, among others.

Potential research questions that may be addressed include (but are not limited to):

Defining and Understanding the Appeal of Global Endorsers

• Who are global endorsers? How can we define them? What kind of roles do they play in global branding and global brand management?
• How and why do global endorsers attract consumers and influence their behavior?
• What are the effects of global endorsers, both positive and negative (the dark side of global endorsers) on brand reputation, values, and trust?

Global Endorser Effectiveness

• How are global endorsers best employed in global promotional programs?
• How do global endorsers become effective brand ambassadors, icons, etc.?

Global Endorser Scope and Reach

• How do global endorsers navigate across regions/markets in terms of standardization/adaptation/glocalization of their messages, execution, and delivery?
• What types of adaptation are effective, and under which circumstances?
• What kind of relationships do followers build with global endorsers (e.g., parasocial)?
• How does the size of audience, the reach, and the nature of the endorser (global/regional/local) affect these relationships?
• Are there differences in the perceived authenticity of an endorsement for local/global brands based on whether the endorser is global/local?

Trends and Regulatory Factors Affecting Global Endorsement

• Are antiglobalization forces creating more demand for local endorsers in some context?
• What are the institutional (legal, regulatory) issues such as privacy laws (e.g., General Data Protection Regulation, California Consumer Privacy Act) that influence the ability to effectively employ global endorsers? What are best and worst institutional settings for global endorsers?

Differences in Endorser Strategy Based on Country or Level of Economic Development

• Are there differences in the way in which endorsers from some markets (e.g., China, the U.S., Germany, Brazil) are portrayed when used globally in comparison to others?
• Are global endorsers perceived differently in emerging versus advanced markets and, if so, should they be used in different ways as part of promotional programs?

Submission Guidelines

Submissions should follow . The manuscript length should be no greater than 50 pages, properly formatted and inclusive of title, abstract, keywords, text, references, tables, figures, footnotes, and print appendices (web appendices do not count toward the page limit).

The submission window is August 1, 2026 through October 31, 2026

‱ Authors should select “Special Issue” as their “Manuscript Type.” Please also note in the cover letter that the submission is for the special issue on Global Endorsers.

‱ All articles will undergo double-anonymized peer review process.

‱ Authors will be notified the first round of decision on their manuscript by January 31, 2027.

‱ The anticipated publication date for the special issue is in late 2027 or early 2028, depending on revision times.

‱ For additional information regarding the special issue, please contact the guest editors at jimSIglobalEndorsers@gmail.com.

References

Allied Market Research (2023), “Influencer Marketing Market to Reach $199.6 Billion, Globally, by 2032 at 28.6% CAGR: Allied Market Research,” PR Newswire (November 14), https://www.prnewswire.com/news-releases/influencer-marketing-market-to-reach-199-6-billion-globally-by-2032-at-28-6-cagr-allied-market-research-301987451.html.

Bentley, Kara, Charlene Chu, Cristina Nistor, Ekin Pehlivan, and Taylan Yalcin (2021), “Social Media Engagement for Global Influencers.” Journal of Global Marketing 34 (3), 205–19.

Bergkvist, Lars and Kris Q. Zhou (2016), “Celebrity Endorsements: A Literature Review and Research Agenda.” International Journal of Advertising, 35 (4), 642–63.

Cleveland, Mark and Michel Laroche (2006), “Acculturaton to the Global Consumer Culture: Scale Development and Research Paradigm, Journal of Business Research, 60 (3), 249-259.

Davvetas, Vasileios, Christina Sichtmann, Charalampos (Babis) Saridakis, and Adamantios Diamantopoulos (2023), “The Global/Local Product Attribute: Decomposition, Trivialization, and Price Trade-Offs in Emerging and Developed Markets,” Journal of International Marketing, 31 (3), 19–40.

Duarte, Fabio (2025), “Most Followed Accounts on Social Media (2025),” Exploding Topics (July 8), .

Fowler, Kendra, and Veronica L. Thomas (2023), “Influencer Marketing: A Scoping Review and a Look Ahead,” Journal of Marketing Management, 39 (11–12), 933–64.

Hudders, Liselot and Chen Lou (2022), “The Rosy World of Influencer Marketing? Its Bright and Dark Sides, and Future Research Recommendations,” International Journal of Advertising, 42 (1), 151–61.

Kuksov, Dmitri, and Chenxi Liao (2019), “Opinion Leaders and Product Variety,” Marketing Science, 38 (5), 812–34.

Liu, Hao, Klaus Schoefer, Fernando Fastoso, and Efstathia Tzemou (2021), “Perceived Brand Globalness/Localness: A Systematic Review of the Literature and Directions for Further Research,” Journal of International Marketing, 29 (1), 77–94.

Özsomer, AyƟegĂŒl, Rajeev Batra, and Jan-Benedict EM Steenkamp (2024), “Brands and Branding around the World,” Journal of International Marketing, 32 (3), 1–4.

Peres, Renana, Sunali Talwar, Liav Alter, Michal Elhanan, and Yuval Friedmann (2020), “Narrowband Influencers and Global Icons: Universality and Media Compatibility in the Communication Patterns of Political Leaders Worldwide,” Journal of International Marketing, 28 (1), 48–65.

Roy, Subhadip, Abhijit Guha, Abhijit Biswas, and Druv Grewal (2019), “Celebrity Endorsements in Emerging Markets: Align Endorsers with Brands or with Consumers?” Journal of International Business Studies, 50 (1), 295–317.

Sayin, E., NilĂŒfer Aydınoğlu, AyƟegĂŒl Özsomer, and Zeynep GĂŒrhan-Canlı (2024), “Shifting Standards in Consumer Evaluations of Global and Local Brands After Product-Harm Crises,” Journal of International Marketing, 32 (3), 83–100.

Schmidt-Devlin, Ellen, AyƟegĂŒl Özsomer, and Casey E. Newmeyer (2022), “How to Go GloCal: Omni-Brand Orientation Framework,” Journal of International Marketing, 30 (4), 1–20.

Shah, Zarhrah, Hossain Olya, and Lien Le Monkhouse (2023), “Developing Strategies for International Celebrity Branding: A Comparative Analysis Between Western and South Asian Cultures,” International Marketing Review, 40 (1), 102–26.

Statista (2025), “Influencer Marketing Market Size Worldwide from 2015 to 2025,” (accessed February 6, 2025), .

Steenkamp, Jan-Benedict E.M. (2014), “How Global Brands Create Firm Value: The 4V Model,” International Marketing Review, 31 (1), 5–29.

Sun, Yan, Rachel Wang, Dongbei Cao, and Rouyi Lee (2022), “Who Are Social Media Influencers for Luxury Fashion Consumption of the Chinese Gen Z? Categorisation and Empirical Examination,” Journal of Fashion Marketing and Management, 26 (4), 603–21.

Wahid, Risqo, Heikki Karjaluoto, Kimmo Taiminen and Diah Isnaini Asiati (2023), “Becoming TikTok Famous: Strategies for Global Brands to Engage Consumers in an Emerging Market,” Journal of International Marketing, 31 (1), 106–23.

Winterich, Karen Page, Manish Gangwar, and Rajdeep Grewal (2018), “When Celebrities Count: Power Distance Beliefs and Celebrity Endorsements,” Journal of Marketing, 82 (3), 70–86.

Xie, Yi, Rajeev Batra, and Siqing Peng (2015), “An Extended Model of Preference Formation Between Global and Local Brands: The Roles of Identity Expressiveness, Trust, and Affect,” Journal of International Marketing, 23 (1), 50–71.

Special Issue Editors

Charles R. Taylor is the Charles R. “Ray” Taylor is the John A. Murphy Professor of Marketing at Villanova University and Senior Research Fellow at the Center for Marketing and Consumer Insights. He currently served as Editor-in-Chief of the International Journal of Advertising.  Taylor has published more than 125 peer-reviewed journal articles in leading marketing and advertising journals in addition to several books and book chapters. Professor Taylor is a Past-President of the President of the American Academy of Advertising.  He is the recipient of the Ivan L. Preston Award for Outstanding Lifetime Contribution to Advertising Research from the American Academy of Advertising and the Flemming Hansen Award for Outstanding Contribution to Advertising from the European Advertising Academy.  His work has also received the Hans B. Thorelli Award from the Journal of International Marketing, two Best Paper Awards from the Journal of Advertising, and the Charles Slater Award.  Taylor is also a Senior Contributor to Forbes.com.

Shintaro Okazaki is Chair in Marketing at King’s Business School, King’s College London, UK. He is a former Editor-in-Chief of the Journal of Advertising, and currently serve as an Associate Editor of the Journal of Public Policy & Marketing. He has published more than 100 articles in leading marketing and advertising journals. Okazaki is a Past-President of the European Advertising Academy. His awards include the Best Paper Award of the Journal of Advertising, Charles R. Goeldner Article of Excellence Award of the Journal of Travel Research, the Best Reviewer Award of the International Journal of Advertising, the Best Researcher Award of the KDD Foundation, and Best Academic of the Year of the Mobile Marketing Association. Before entering academia, he has worked in the industry for more than 20 years, holding a managerial position at a multinational corporation in Tokyo.

Chen Lou is an Associate Professor in the Wee Kim Wee School of Communication and Information at Nanyang Technological University, Singapore. Her research focuses on the effects of influencer advertising, social media advertising, content marketing, and cross-cultural advertising, and consumer behavior. She is a recipient of the American Academy of Advertising’s (AAA) Mary Alice Shaver Promising Professor Award, which honors an early-career researcher who has demonstrated excellence in advertising research and education. She also gained the Best Article Awards from the Journal of Advertising, Journal of Interactive Advertising, and Mass Communication and Society as well as other research awards in conferences. She serves as an Associate Editor in the International Journal of Advertising and the Journal of Interactive Advertising.

AysegĂŒl Özsomer is Professor of Marketing at Koç University, Istanbul, TĂŒrkiye. Her research focuses on global branding, brands from emerging marketing and marketing mix across economic cycles. She has published in top marketing journals such as Journal of Marketing, Journal of Marketing Research, IJRM, Industrial Marketing Management, Journal of Business Research, Journal of International Marketing, among others. Her papers have received several awards, such as the S. Tamer Cavusgil Award for the best Journal of International Marketing article in 2023 and 2013, and the Gerald E. Hills Best Paper Award in 2011 for the 10-year impact made to research on entrepreneurial marketing and market orientation.  She is the coauthor of the book “The New Emerging Market Multinationals: Four Strategies for Disrupting Markets and Building Brands” published by McGraw-Hill (2012). Currently, she serves as the Editor-in-Chief of Journal of International Marketing.

The post Call for Papers | Journal of International Marketing: Global Endorsers in Marketing appeared first on ÂÜÀòÉçčÙÍű.

Submission Window: August 1–September 30, 2026

Sustainable innovation is rapidly becoming a cornerstone of global marketing strategy, reshaping how firms create value and fulfill broader societal responsibilities. As climate change, resource depletion, and social equity concerns intensify, marketing scholars and practitioners are increasingly seeking to understand how sustainability and innovation intersect within international contexts. The Marketing Science Institute’s 2024 Research Priorities highlight the urgency of examining how sustainable marketing and innovation shape the consumer journey, business performance, and societal outcomes (Marketing Science Institute 2024). Firms must innovate not only to meet growing demand for responsible products but also to navigate complex regulatory landscapes and stakeholder expectations, thereby driving competitive advantage, long-term growth, and the greater good (Grinstein et al. 2022; Varadarajan et al. 2021; White et al. 2024). Deeper insights are needed into the mechanisms through which sustainable innovations influence consumer behavior, brand loyalty, and firm performance across diverse cultural and market settings (Varadarajan 2023; White et al. 2019).

Recent research also highlights the importance of understanding when and how firms should standardize or adapt their sustainable marketing strategies across international markets and calls for further research on aligning operational and financial performance with broader sustainability objectives (Griffith 2021). This need is echoed in foundational work from the Journal of International Marketing, which explores the roles of public policy, global social innovation, and demarketing for sustainability, especially in base-of-the-pyramid markets, and discusses the interplay between corporate, consumer, and government responsibilities in achieving sustainable development goals (Varadarajan 2014, 2023; Varadarajan et al. 2021).

This special issue aims to advance theoretical, empirical and practical understanding of global sustainability and innovation in international marketing. We invite submissions that investigate sustainable marketing strategies, innovation diffusion, responsible innovation, and their implications for consumers, firms, and societies. Topics of interest include, but are not limited to:

• Integration of sustainability into international marketing strategies and business models.
• Green innovation strategies for adapting sustainable products and services to diverse cultural, regulatory and institutional environments in international markets.
• Consumer responses to sustainability communication, green advertising, and pro-environmental behavior in global markets.
• The role of digital technologies (e.g., AI, blockchain) in enhancing transparency and driving sustainable marketing innovation internationally.
• Digital transformation as a driver for reducing the environmental footprint of global marketing operations and enhancing sustainable value delivery.
• Responsible innovation, including ethical considerations, stakeholder engagement, and governance mechanisms that ensure innovations contribute positively to society and the environment from a global perspective.
• Cross-cultural and cross-industry patterns in the adoption and diffusion of sustainable innovations.
• Implementation and communication of circular economy business models by multinational firms in developed and emerging markets.
• The impact of sustainable innovation on brand loyalty, customer engagement, and firm performance in international contexts.
• Authentic brand activism and its influence on consumer trust and brand equity regarding sustainability and innovation across different countries.
• Innovations in sustainable supply chain management and their marketing to international stakeholders.
• The effectiveness of social commerce and influencer-driven campaigns in promoting sustainable consumption behaviors globally.
• Regulatory innovation as a catalyst for sustainable marketing adaptation and compliance in international business.
• Metrics and methodologies for evaluating the effectiveness of sustainability initiatives in international marketing.
• Global standardization and local adaptation of sustainable innovation across markets and downstream consequences on customer satisfaction and firm performance.

Recent research has expanded sustainable international business model innovations, emphasizing the shift from linear to circular economies and the need for adaptation across diverse markets. Scholars have shown how multinational enterprises can spearhead climate action and sustainability initiatives while managing complex global supply chains (Marano et al. 2024; Zaheer 2025). The evolution of sustainability marketing—from traditional green marketing to circular‐economy models, anticonsumption, and regulatory frameworks—has been comprehensively documented (White et al. 2024). Innovation-management research identifies responsible, business model and public value innovation as critical pathways for advancing sustainability in global markets (Spanjol et al. 2024), while empirical evidence links board gender diversity and culturally feminine values to stronger environmental innovation outcomes (Bazel-Shoham et al. 2023).

The academic literature also highlights the breadth and structure of sustainability research in marketing, providing a basis for future research opportunities. Empirical studies demonstrate that firms’ efforts to “green” the marketing mix can yield significant business and societal benefits, though outcomes often depend on context and execution (Leonidou et al., 2013). Additionally, recent frameworks guide marketers in shifting consumer behavior toward sustainability, offering evidence-based strategies for overcoming barriers and fostering pro-environmental choices (White et al., 2019). In line with this, work in international marketing underscores the need for frameworks that guide firms in balancing global consistency with local adaptation and in measuring the impact of sustainability initiatives on both business outcomes and societal well-being (Griffith, 2021; Varadarajan, 2014; Varadarajan et al., 2021).

Collectively, these studies establish a robust theoretical and empirical foundation for understanding how sustainability and innovation intersect within international marketing, offering valuable insights for scholars and practitioners navigating global sustainable business practices. They also provide a springboard for new research on sustainability and innovation within the international marketing context.

Submission Guidelines

For this special issue, we welcome conceptual, empirical, and methodological papers that address the theme of “Global Sustainability and Innovation in International Marketing.” All submissions will undergo the Journal of International Marketing double-anonymized peer review process. Papers targeting this special issue should be submitted through the JIM submission system () starting on August 1, 2026, with the final deadline for submissions being September 30, 2026.

Conference Special Session

An associated special session on “Global Sustainability and Innovation in International Marketing” will be held at the . Submission to this special session is not required for submission to the JIM special issue. Authors submitting to the special session should submit a five-page, double-spaced extended abstract to the 2026 ÂÜÀòÉçčÙÍű Global Marketing Conference by November 1, 2025. They will receive feedback from the guest editors. Please note that submission of an extended abstract does not guarantee inclusion in the special session. Authors whose abstracts are not selected for the special session are still eligible to submit their complete manuscripts to the Special Issue.

For detailed submission instructions and formatting guidelines, please visit the Journal of International Marketing website. For questions and inquiries regarding the special issue, please contact Goksel Yalcinkaya (goksel.yalcinkaya@unh.edu) and AyƟegĂŒl Özsomer (aozsomer@ku.edu.tr).

Key Dates

• Extended abstract (five pages, double-spaced) submission deadline to ÂÜÀòÉçčÙÍű Global Conference: November 1, 2025
• Feedback from the Special Issue Editors: November 15, 2025
• ÂÜÀòÉçčÙÍű Global Conference special session: May 27–29, 2026 (Nice, France)
• JIM special issue manuscript submission window: August 1–September 30, 2026
• Notification of first editorial review: December 31, 2026
• Expected publication issue: December 2027 or March 2028

We look forward to your valuable contributions to this special issue.

References

Bazel-Shoham, Ofra, Sang Mook Lee, Surender Munjal, and Amir Shoham (2023), “Board Gender Diversity, Feminine Culture, and Innovation for Environmental Sustainability,” Journal of Product Innovation Management, 41 (2), 293–322.

Griffith, David A. (2021), “Connecting Sustainable Marketing and International Marketing Strategy Standardization/Adaptation: Research Opportunities,” Journal of Sustainable Marketing, 2 (2), 1–7.

Grinstein, Amir, Kelly Hewett, and Petra Riefler (2022), “Well-Being in a Global World—The Role of International Marketing: An Editorial,” Journal of International Marketing, 30 (2), 1–4.

Leonidou, Constantinos N., Constantine S. Katsikeas, and Neil A. Morgan (2013), “‘Greening’ the Marketing Mix: Do Firms Do It and Does It Pay Off?” Journal of the Academy of Marketing Science, 41 (2), 151–70.

Marano, Valentina, Miriam Wilhelm, Tatiana Kostova, Jonathan Doh, and Sjoerd Beugelsdijk (2024), “Multinational Firms and Sustainability in Global Supply Chains: Scope and Boundaries of Responsibility,” Journal of International Business Studies, 55 (4), 413–28. https://doi.org/10.1057/s41267-024-00706-6

Marketing Science Institute (2024), “2024 Research Priorities,” .

Spanjol, Jelena, Charles H. Noble, Markus Baer, Marcel L.A.M. Bogers, Jonathan Bohlmann, Ricarda B. Bouncken, Ludwig Bstieler, Luigi M. De Luca, Rosanna Garcia, Gerda Gemser, Dhruv Grewal, Martin Hoegl, Sabine Kuester, Minu Kumar, Ruby Lee, Dominik Mahr, Cheryl Nakata, Andrea Ordanini, Aric Rindfleisch, Victor P. Seidel, Alina Sorescu, Roberto Verganti, and Martin Wetzels (2024), “Fueling Innovation Management Research: Future Directions and Five Forward-Looking Paths,” Journal of Product Innovation Management, 41 (1), 1–56.

Varadarajan, Rajan (2014), “Toward Sustainability: Public Policy, Global Social Innovations for Base-of-the-Pyramid Markets, and Demarketing for a Better World,” Journal of International Marketing, 22 (2), 1–20.

Varadarajan, Rajan (2023), “Sustainable Innovations and Sustainable Product Innovations: Definitions, Potential Avenues, and Outlook,” in The PDMA Handbook of Innovation and New Product Development, 4th ed., L. Bstieler and C.H. Noble, eds. John Wiley & Sons, 59–80.

Varadarajan, Rajan, Roman B. Welden, S. Arunachalam, Michael Haenlein, and Shaphali Gupta (2021), “Digital Product Innovations for the Greater Good and Digital Marketing Innovations in Communications and Channels: Evolution, Emerging Issues, and Future Research Directions,” International Journal of Research in Marketing, 39 (2), 482–501.

White, Katherine, Aylin Cakanlar, Shakti Sethi, and Remi Trudel (2024), “The Past, Present, and Future of Sustainability Marketing: How Did We Get Here and Where Might We Go?” Journal of Business Research, 187, 115056. https://doi.org/10.1016/j.jbusres.2024.115056

White, Katherine, Rashad Habib, and David J. Hardisty (2019), “How to SHIFT Consumer Behaviors to Be More Sustainable: A Literature Review and Guiding Framework,” Journal of Marketing, 83 (3), 22–49.

Zaheer, Srilata (2025), “The Sustainability of MNE Sustainability Initiatives,” Journal of International Business Studies, 56 (4), 491–500.

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Insight Papers are shorter manuscripts (under 4,000 words, including all components of the submission) designed for a faster peer review process compared with typical research articles. These papers focus on insights that would benefit from rapid dissemination or serve as a meaningful extension of an already-published article, providing additional contextual confirmation or disconfirmation. Submissions must include initial empirical evidence to support the insight and must be carefully edited and polished for writing and flow. Due to the timely nature of the topics, Insight Papers will receive a final decision within two rounds of review.

ŽĄ±ô±ôÌęJIM papers (full articles, special issue articles, and Insights) should be submitted via .

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There has been a notable surge in luxury consumption across various markets. The growing demand in emerging economies has substantially contributed to the overall growth of the luxury market in recent times. Defining luxury brands poses several challenges, including their relative nature and the evolving perceptions of what constitutes “luxury” over time. Drawing from existing literature, Ko, Costello, and Taylor (2019) defined a luxury brand as a branded product or service that consumers perceive to possess high quality, provide genuine value through desired benefits, whether functional or emotional, exhibit a prestigious image within the market based on attributes such as craftsmanship or service quality, justify a premium price, and foster a profound connection or resonance with consumers.

The increasing focus of numerous luxury brands on the rapidly expanding global middle classes has led to significant changes in the luxury brand/product/service landscape (Zhang, Yao, and Yang 2024). One such change is the democratization of luxury (Shukla et al. 2022), while another wind of change is driven by digitalization. Driven by e-commerce, social media platforms, blockchain technology, artificial intelligence (AI), augmented reality, virtual reality, and the metaverse have profoundly reshaped both the commercial and cultural landscapes, presenting new opportunities and challenges for luxury brands (Chung et al. 2020; Jiang et al. 2023; Joy et al. 2022; Park and Kim 2024). For instance, luxury brands are increasingly leveraging AI to enrich customer experiences of their offerings. While AI can enhance the functional value of luxury brands, initial evidence suggests that its application in the design process of luxury goods could potentially dilute the perceived prestige of the brand. This stems from AI’s inability to replicate human emotions and sentiments, which are integral to the essence of luxury brands (Xu and Mehta 2022). As the transition to online platforms continues to expand, it is becoming increasingly important for luxury brands to adjust and employ sophisticated digital strategies and technologies to excel in the contemporary luxury branding environment.

In addition to democratization and digitalization of luxury, the rise of sustainability and environmental concerns are presenting a third source of change. Being heavily in the spotlight, luxury brands are promoting their sustainability efforts to bolster brand evaluations (Kong, Witmaier, and Ko 2021). Luxury is often associated with indulgence, superficiality, and ostentation, whereas sustainability is linked to altruism, moderation, and ethics (Achabou and Dekhili 2013), presenting a challenging paradox for luxury brands. Despite luxury consumer’s limited awareness of sustainability initiatives (Bray, Johns, and Kilburn 2011; Kim et al. 2024), prominent luxury fashion remains dedicated to sustainable marketing practices (Kong, Witmaier, and Ko 2021; Pang et al. 2022). Finally, as the luxury market diversifies, it is important to investigate cultural and gender-related differences in the values and preferences associated with luxury consumption (Tafani et al. 2024).

It is timely, therefore, to take a fresh look at global luxury branding. This special issue seeks to ignite scholarly research on global luxury brands and branding. It aims to be an avenue for interdisciplinary research analyzing the strategies and effects of global luxury branding. As we navigate this theme, we aspire to feature research that not only critiques current approaches but also outlines a visionary path for fostering luxury branding from a global and international marketing perspective.

Given the changes ignited by democratization, digitalization, and sustainability/environmentalism on global luxury branding, this special issue seeks papers that advance research investigating global luxury branding across various facets of international marketing. Specifically, we are inviting research on global luxury branding that provides concepts, frameworks, theories, and empirical insights helpful for firms, managers, customers, and other stakeholders. We invite submissions employing quantitative, qualitative or mixed approaches, with a particular interest in studies that incorporate multimethods and diverse data sets.

Research bearing on (but not limited to) the following questions is welcome:  

• Conceptualization of luxury branding in an international marketing context
• Democratization of luxury and luxury branding
• New luxury in the digital age
• The role of sustainability/environmentalism in the context of luxury brands
• Cultural differences regarding luxury consumers and brand management
• Implications of digital change and disruption on luxury brands: how to navigate through digital disruption and transformation
• Integrating AI with advanced technologies for luxury brands
• Leveraging virtual reality and augmented reality in luxury service encounters
• Consumer psychology and behavior in the digital luxury experience
• Consumer psychology and behavior toward luxury brands in social media
• (Digital) brand management in the luxury product industry
• Consumer psychology and behavior toward luxury brands in the metaverse environment
• Digital marketing communication in luxury

Global Marketing Conference Submission and Review Process

The will host a session on this topic. We encourage authors to submit their work to this conference, though doing so is not required in order to be published in the special issue. All conference submissions, reviews, and notifications of editorial decisions will be conducted electronically through the . Full paper or extended abstract submissions to the 2025 GMC at Hong Kong should follow the . The manuscript’s title page should include the corresponding author’s name, affiliation, mailing address, telephone number, and email address. Names and contact information for other authors should be included as well. All manuscripts submitted must not have been published, accepted for publication, or be currently under consideration elsewhere. Selected papers will be invited to be submitted as full papers for the JIM special issue. Full paper submissions are encouraged, though 10-page extended abstracts can also be submitted.

Conference Submission Deadline: January 15, 2025

Special Issue Submission and Review Process

All manuscripts will be reviewed as a cohort for this special issue of the Journal of International Marketing. Manuscripts must be submitted between July 1 and August 30, 2025. All submissions will go through Journal of International Marketing’s double-anonymized review and follow JIM’s standard norms and processes. Submissions must be made via , with author guidelines available .

For any queries, feel free to reach out to the special issue editors.

Special Issue Submission Window: July 1–August 30, 2025

Guest Editors

Eunju Ko, Yonsei University (ejko@yonsei.ac.kr)

Ian Phau, Curtin University (Ian.Phau@cbs.curtin.edu.au)

BĂ©atrice Parguel, Paris Dauphine University (beatrice.parguel@dauphine.psl.eu)

AyƟegĂŒl Özsomer, Koç University (AOZSOMER@ku.edu.tr)

References

Achabou, Mohamed A. and Sihem Dekhili (2013), “Luxury and Sustainable Development: Is There a Match?” Journal of Business Research, 66 (10), 1896–1903.

Bray, Jeffery, Nick Johns, and David Kilburn (2011), “An Exploratory Study into the Factors Impeding Ethical Consumption,” Journal of Business Ethics, 98, 597–608.

Chung, Minjee, Eunju Ko, Heerim Joung, and Sang Jin Kim (2020), “Chatbot e-Service and Customer Satisfaction Regarding Luxury Brands,” Journal of Business Research, 117, 587–595.

Jiang, Qi, Miyea Kim, Eunju Ko, and Kyung Hoon Kim (2023). “The Metaverse Experience in Luxury Brands,” Asia Pacific Journal of Marketing and Logistics, 35 (10), 2501–20.

Joy, Annamma, Ying Zhu, Camilo Peña, and Myriam Brouard (2022), “Digital Future of Luxury Brands: Metaverse, Digital Fashion, and Non‐Fungible Tokens,” Strategic Change, 31 (3), 337–43.

Kim, Changju, Mai Kikumori, Aekyoung Kim, and Jungkeun Kim (2024). “How Do Moral Judgment and Saving Face Interact with Positive Word-of-Mouth Regarding Counterfeit Luxury Consumption? Journal of Global Fashion Marketing, 15 (2), 253–69.

Ko, Eunju, John P. Costello, and Charles R. Taylor (2019), “What Is a Luxury Brand? A New Definition and Review of the Literature,” Journal of Business Research, 99, 405–13.

Kong, Hyun Min, Alexander Witmaier, and Eunju Ko (2021), “Sustainability and Social Media Communication: How Consumers Respond to Marketing Efforts of Luxury and Non-Luxury Fashion Brands,” Journal of Business Research, 131, 640–51.

Pang, Wonbae, Jisu Ko, Sang Jin Kim, and Eunju Ko (2022), “Impact of COVID-19 Pandemic upon Fashion Consumer Behavior: Focus on Mass and Luxury Products,” Asia Pacific Journal of Marketing and Logistics, 34 (10), 2149–64.

Park, Jinsu and Naeun (Lauren) Kim (2024), “Examining Self-Congruence Between User and Avatar in Purchasing Behavior from the Metaverse to the Real World,” Journal of Global Fashion Marketing, 15 (1), 23–38.

Shukla, Paurav, Veronica Rosendo-Rios, Sangeeta Trott, Jing (Daisy) Lyu, and Dina Khalifa (2022), “Managing the Challenge of Luxury Democratization: A Multicountry Analysis,” Journal of International Marketing, 30 (4), 44–59.

Tafani, Eric, Franck Vigneron, Audrey Azoulay, Sandrine Crener, and Abdul Zahid (2024), “The Influence of Culture and Gender in Luxury Brand Consumption: a Comparison Across Western and Eastern Culture Consumers,” Journal of International Marketing (published online February 14), https://doi.org/10.1177/1069031X241235629.

Xu, Lidan and Ravi Mehta (2022), “Technology Devalues Luxury? Exploring Consumer Responses to AI-Designed Luxury Products,” Journal of the Academy of Marketing Science, 50 (6), 1135–52.

Zhang, Zhe, Alex Yao, and Zhiyong Yang (2024), “Coach Versus Goldlion: The Effect of Socially Versus Personally Oriented Motives on Consumer Preference for Foreign and Domestic Masstige Brands in Emerging Markets,” Journal of International Marketing, 32 (3), 101–15.

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The business world has witnessed the emergence of new digital technologies and business models in the past two decades. For example, the rise of digital platform business models in retail and IT services has disrupted traditional models, making firms reconsider their business strategies and creating new opportunities for marketers to create value for buyers and other stakeholders (Perren and Kozinets 2018). Digital platforms intermediate between sellers, buyers, and other stakeholders via digital architecture often manifested as mobile and web applications (e.g., sharing economy platforms; Kozlenkova et al. 2021). The platform firm decides on the extent of governance accountability it will take in the entire value-creation process. Ecosystems, of which platforms can be a part, are networks of independent but interdependent actors participating in an industry’s or economic sector’s value chain (Nambisan, Zahra, and Luo 2019). Both platforms and ecosystems create value via direct and indirect network externalities (Kumar, Nim, and Agarwal 2021; Sridhar, Mantrala, Naik, Thorson 2011; ), with value cocreation at the core of actors’ business models and strategies.

In today’s Internet Age, digital platforms have no geographic borders. Platform business models are becoming a go-to strategy for international firms across the globe. For example, retailers are increasingly considering the platformization of their brands to add more value to their core offerings (Wichmann, Wiegand, and Reinartz 2022). With the help of digital technologies, it has become easier to expand into multiple markets simultaneously without diluting the supply chain advantages and brand positioning. Consider the low-cost e-commerce firm Temu from China, operating in more than 50 global markets and developing a strong ecosystem after launching in 2022. Temu consumers get access to various global sellers, making the domestic and international markets more competitive (Deighton 2023).

At the same time, marketers with new ways to create and capture value get access to an expanded target market. For example, as an entertainment platform, Netflix has launched different product and subscription pricing strategies in markets like India to compete with Disney, Amazon, and Reliance (Sull and Turconi 2021). Crowdfunding platforms like Kickstarter connect project creators and backers across the globe. Social media platforms have further amplified the reach of such retail and commerce platforms across both business and consumer markets (Gao et al. 2018). Thus, digital platforms and ecosystems can be considered a contemporary approach to internationalization and thereby are of great interest to marketing managers, policy makers, and regulators in both developed and emerging markets (Hewett et al. 2022).

However, research and knowledge of the dynamics of digital platforms and ecosystems in international marketing is still rather limited. A deeper understanding of how digital platforms can be utilized in the global marketing efforts of businesses is needed. Understanding digital platforms utilized across markets for sustainability, water conservation, health care, and other pressing issues and from the perspectives of NGOs and governments is urgently needed (Falcke, Zobel, and Comello 2024).

The purpose of this special issue, therefore, is to significantly advance research investigating the role of platforms and ecosystem business models across various facets of international marketing. Of special interest are papers focusing on the evolution and formation of digital platform-based global marketing strategies and business models, providing concepts, frameworks, theories, and empirical insights helpful for customers, firms, regulators, policy makers, and governments.

Research bearing on (but not limited to) the following questions is welcome: 

1. Different modes of platforms and ecosystems as internationalization approaches:
   
   a. How orchestrator firms build digital and nondigital architecture across different markets while entering or growing in a market.
   b. How these modes differ due to within and across market heterogeneity leading to different marketing strategies.
   c. How the consumer culture of a market complements the different modes.
   
   
2. Impact of platform and ecosystem approach on the international marketing mix:
   
   a. How stakeholders drive or impact product development and innovation processes.
   b. How integrating private label brands by platforms and using seller data impacts platform outcomes.
   c. How pricing strategies evolve and change over time with platforms and ecosystem approaches.
   d. How subscription and non-subscription pricing strategies evolve across various markets.
   e. How the supply chain and distribution network strengthens or weakens as the industry moves toward platform and ecosystem approaches.
   f. How the orchestrator firm develops or chooses partners for various marketing activities across and within developed and developing markets.
   g. How the promotion mix of the platform and ecosystem-based offering differ from traditional business models within and across industries (B2B vs. B2C) and markets.
   h. How culture interacts with platform and ecosystem strategies, and how this impacts firms and other stakeholders.
   
   
3. Impact on market structure, competition, and consumer and stakeholder welfare:
   
   a. Do platforms and ecosystems command higher market power, impacting the welfare of consumers and other stakeholders?
   b. Do platform and ecosystems approaches vary across industries (e.g., retail, energy, transportation)? How does these approaches impact the marketing mix in a market?
   c. Does higher platform power lead to consumer and stakeholder welfare erosion?
   d. How can marketers navigate the competition and coopetition to make a platform successful across various markets?
   e. What lessons can be learned from technology platforms like Google and Apple to navigate the tricky technological and regulatory landscape?
   f. What is the role of government and regulatory bodies in supporting or deterring the platform’s growth to ensure the welfare of stakeholders?
   g. Do dark patterns affect customer welfare? (For example, subscription pricing charges and policies that are not visible to consumers and the role of regulators.)
   h. Is there a loss of local livelihood that affects sellers as platforms integrate private label brands?
   i. What is the impact of the rise of circular platforms on sustainable value chains and stakeholders across developed and developing markets?
   
   
4. Customer attitudes and actions within and across platforms and ecosystems:
   
   a. Conceptual similarity for customer-based outcomes for platform firms and other stakeholders.
   b. Measurement of customer experience, satisfaction, and engagement with digital platforms and ecosystems.
   c. Management of failures and customer recovery in multisided platforms and ecosystems.
   d. Customer journey management across various digital and nondigital touchpoints in platforms and ecosystems.
   e. Interdependence of consumers’ relationships with and perceptions of brands or partners operating across platforms and ecosystems.
   f. How marketers can explore circular platforms and ecosystems to help firms be sustainable value chains and positive customer attitudes.
   g. Platform exploitation by customers and disintermediation.
   

This list of topics and questions is reflective but not exhaustive of the current state of industry and academic literature. We call for more interdisciplinary and foundational research to expand the horizons of platforms and ecosystems literature in International Marketing. We invite all types of research—qualitative, behavioral, and empirical—and encourage researchers to identify multiple sources of data and motivation for this special issue.

Submission Process

All manuscripts will be reviewed as a cohort for this special issue of the Journal of International Marketing. Manuscripts must be submitted between March 1, 2025 and May 30, 2025. All submissions will go through Journal of International Marketing’s double-anonymized review and follow standard norms and processes. Submissions must be made via the journal’s , with author guidelines available here. For any queries, feel free to reach out to the special issue editors.

Manuscripts must be submitted by May 30, 2025.

Special Issue Editors

Nandini Nim, Assistant Professor of Marketing, Colorado State University (email: n.nim@colostate.edu)

Murali Krishna Mantrala, Ned Fleming Professor of Marketing, University of Kansas (email: mmantrala@ku.edu)

AyƟegĂŒl Özsomer, Professor, Koç University, and Editor in Chief, Journal of International Marketing (email: aozsomer@ku.edu.tr)

References

Adner, Ron (2022), “Sharing Value for Ecosystem Success,” MIT Sloan Management Review, 63 (2), 85–90.

Deighton, John (2023), “How SHEIN and Temu Conquered Fast Fashion—and Forged a New Business Model,” Harvard Business School (April 25), .

Falcke, Lukas, Ann-Kristin Zobel, and Stephen D. Comello (2024), “How Firms Realign to Tackle the Grand Challenge of Climate Change: An Innovation Ecosystems Perspective,” Journal of Product Innovation Management, 41 (2), 403–27.

Gao, Hongzhi, Mary Tate, Hongxia Zhang, Shijiao Chen, and Bing Liang (2018). “Social Media Ties Strategy in International Branding: An Application of Resource-Based Theory. Journal of International Marketing, 26 (3), 45–69.

Hewett, Kelly, G. Tomas M. Hult, Murali K. Mantrala, Nandini Nim, and Kiran Pedada (2022), “Cross-Border Marketing Ecosystem Orchestration: A Conceptualization of Its Determinants and Boundary Conditions,” International Journal of Research in Marketing, 39 (2), 619–38.

Kozlenkova, Irina V., Ju-Yeon Lee, Diandian Xiang, and Robert W. Palmatier (2021), “Sharing Economy: International Marketing Strategies,” Journal of International Business Studies, 52, 1445–73.

Kumar, V., Nandini Nim, and Amit Agarwal (2021), “Platform-Based Mobile Payments Adoption in Emerging and Developed Countries: Role of Country-Level Heterogeneity and Network Effects,” Journal of International Business Studies, 52, 1529–58.

Nambisan, Satish, Shaker A. Zahra, and Yadong Luo (2019), “Global Platforms and Ecosystems: Implications for International Business Theories,” Journal of International Business Studies, 50, 1464–86.

Perren, Rebeca and Robert V. Kozinets (2018), “Lateral Exchange Markets: How Social Platforms Operate in a Networked Economy,” Journal of Marketing, 82 (1), 20–36.

Sridhar, Shrihari, Murali K. Mantrala, Prasad A. Naik, and Esther Thorson. “Dynamic marketing budgeting for platform firms: Theory, evidence, and application.” Journal of Marketing Research 48, no. 6 (2011): 929-943.

Sull, Donald and Stefano Turconi (2021), “Netflix Goes to Bollywood,” Teacher Resources Library, MIT Sloan School of Management (February 22), https://mitsloan.mit.edu/teaching-resources-library/netflix-goes-to-bollywood.

Wichmann, Julian R.K., Nico Wiegand, and Werner J. Reinartz (2022), “The Platformization of Brands,” Journal of Marketing, 86 (1), 109–31.

Other Resources

Adner, Ron (2017). Ecosystem as Structure: An Actionable Construct for Strategy,” Journal of Management, 43 (1), 39–58.

Akaka, Melissa A., Stephen L. Vargo, and Robert F. Lusch (2013), “The Complexity Of Context: A Service Ecosystems Approach for International Marketing,” Journal of International Marketing, 21 (4), 1–20.

Gawer, Annabelle and Michael A. Cusumano (2014). “Industry Platforms and Ecosystem Innovation,” Journal of Product Innovation Management, 31 (3), 417–33.

Glavas, Charmaine, Shane Mathews, and Rebekah Russell-Bennett (2019), “Knowledge Acquisition via Internet-Enabled Platforms: Examining Incrementally and Non-Incrementally Internationalizing SMEs,” International Marketing Review, 36 (1), 74–107.

Kanuri, Vamsi K., Murali K. Mantrala, and Esther Thorson (2017), “Optimizing a Menu of Multiformat Subscription Plans for Ad-Supported Media Platforms,” Journal of Marketing, 81 (2), 45–63.

Zhou, Qiang (Kris), B.J. Allen, Richard T. Gretz, and Mark B. Houston (2022), “Platform Exploitation: When Service Agents Defect with Customers from Online Service Platforms,” Journal of Marketing, 86 (2), 105–25.

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Overview

Globalization and digitalization have reshaped global supply chain operations (Alicke et al. 2023). In particular, geopolitical disruptions such as the China–U.S. trade war, Brexit, and Middle East tensions have triggered the reconfiguration of global supply chains for many global companies (Bednarski et al. 2023; Henrich et al. 2022). The Russia–Ukraine war has further accelerated the decoupling between the U.S. and China as well as between the West and Russia. In this rapidly changing and uncertain environment, Apple, for example, has considered reshoring some of its manufacturing back to the United States. Other global companies are also considering a “China + 1” or “China + 2” strategy for their contract manufacturing operations. Such strategies allow international marketing managers to keep some of their manufacturing in China while establishing new production locations, often with the same suppliers, in countries such as Vietnam, India, or Mexico, where political risks and labor costs are more manageable (Vertinsky et al. 2023). Other external shocks and natural disasters such as the COVID-19 pandemic and earthquakes have disrupted firms’ supply chain operations around the world (Panwar, Pinkse, and De Marchi 2022). For example, demand for in-person restaurant dining has decreased, whereas demand for food delivery and home-based consumption has greatly increased (Jeong et al. 2023), forcing multinationals like KFC and McDonalds to modify their operations in host markets. Under such market changes, firms need to explore new ways of organizing their global supply chains with respect to factors like product diversity and cooperation with more partners in the supply chains and ecosystems around the world (Davis et al. 2023; Henrich et al. 2022). These challenges highlight the critical need for international marketing managers to improve planning and forecasting for their global supply chains to be more agile and resilient.

Furthermore, shareholders and stakeholders have been demanding greater accountability from companies, pressing international marketing managers to take responsibility for the environmental, social, and governance (ESG) impacts of their global supply chain and manufacturing activities and to ensure that they’re doing business in an ethical, sustainable, and fair fashion (Henrich et al. 2022). While marketing’s approach to this new expectation varies by country, the market now expects the same standards to be enforced throughout a company’s global supply chain. Accordingly, the stakeholders of global brands, who often hold strong expectations regarding appropriate ESG-related behaviors, have begun scrutinizing not only the firms selling the branded products worldwide but also their entire global supply chains (Mateska et al. 2023).

In the meantime, the emergence of advanced technologies such as AI and Industry 4.0 bring about great opportunities for international marketing managers to coordinate and configure their global supply chains automatically (Alicke et al. 2023; Ejaz and HegedƱs 2023; Lee et al. 2023). For example, Unilever uses an AI application and service to find alternative supply sources on short notice. Koch Industries, one of the largest privately held conglomerates in the U.S., is leveraging an AI tool to optimize its supplier base. Industry 4.0 can also help international marketing managers enhance their resilience to cope with global supply chain disruptions (Tan 2023). Further, cloud computing and blockchain technologies also help integrate a firm’s supply chain partners; enhance the transparency, efficiency, and timeliness of global supply chain activities; and enable international marketing managers to cope with communication barriers in the market. However, there is a potential downside: When there are unanticipated natural disasters or geopolitical tensions (Henrich et al. 2022), minimizing potential interruptions in such optimized, digitalized, and complex global supply networks may pose major challenges. Thus, managing global supply chains in the era of digitalization emerges as a critical and challenging task for international marketing managers.

Despite these emerging challenges and opportunities for international marketing managers, academic research on these areas is limited. Most academic work on supply chain management has focused on domestic context and overlooks how different formal and informal institutions would shape firms’ global supply chain strategies (Usui, Kotabe, and Murray 2017). Specifically, little research attention has been paid to how global supply chains can be managed to improve the flow of supplies from the perspective of international marketing, how firms can cope with emerging managerial challenges, or how international marketing managers can take advantage of new opportunities in their global supply chains. To fill this gap, there is an urgent need to develop new theories, modify existing theories, and determine how firms can manage their global supply chains in the face of emerging trends of globalization and digitalization.  

Suggested Topics for Submissions

We encourage research on any aspect of global supply chain management from the perspective of international marketing at all levels of analysis, such as the individual employee or entrepreneur, firms, supply chains, platforms as well as ecosystems. Different types of firms (e.g., multinationals, regionals, local importers/exporters, suppliers, key account customers, born-globals, virtual vs. physical firms) and different institutional (e.g., formal, informal, government, trading blocs) and regional settings are encouraged. We call for more interdisciplinary and foundational research to expand the knowledge base of global supply chains in international marketing. We invite all types of research—qualitative, behavioral, and empirical—and encourage researchers to identify multiple sources of data and use multiple methods for this special issue. Conceptual papers and critical reviews are also welcome.

Suggested topics include, but are not restricted to:

• How can international marketing managers effectively control the governance mechanism and, thus, manage relationships with different global supply chain participants and members in the ecosystem across different countries to mitigate emerging geopolitical disruptions?
• How can international marketing managers leverage emerging technologies like AI, blockchain, machine learning, virtual reality, and big data for global supply chain management? What is the role of those emerging technologies for international marketing managers in coping with the challenges in the global supply chain activities?
• What is the role of digitalization (e.g., EDI, internet-based platforms, virtual meetings, social networks) in global supply chains in seeking efficiency, timeliness, as well as agility for international marketing managers?
• What is the role of blockchain and decentralized technologies in global supply chains, and how do they affect interorganizational relationships and efficiency in global supply chains?
• What marketing strategies, resources, and capabilities are needed for different types of firms to manage global supply chains given recent technological, geopolitical and other changes?
• What is the role of different institutional contexts in global supply chain management strategies?
• Can informal institutions such as culture and norms in different countries affect global supply chain management strategies?
• How do ESG initiatives and requirements shape firms’ global supply chain management? How can firms develop strategies and resources to meet ESG requirements for their global supply chains?
• How do suppliers or contract manufacturers manage their global account relationships across different countries in the uncertain global market environment?
• How does marketing–supply chain integration affect firms’ global supply chain management given recent changes? Has the role of marketing changed in global supply chain management—and if so, how?
• What are the impacts and implications of advanced technology and technology-based platforms on a firm’s globalization of its supply chain activities?
• What is the impact of digital technologies in offshoring, onshoring, and reshoring of a firm’s manufacturing activities?
• What are the global, regional, and local market implications of reshoring of a firm’s manufacturing activities for international marketing managers and for managing global supply chains?

Submission Process

All manuscripts will be reviewed as a cohort for this special issue of the Journal of International Marketing. All submissions will go through the Journal of International Marketing’s double-anonymized review and follow standard norms and processes. Submissions must be made via the journal’s , with author guidelines available here. For any queries, feel free to reach out to the special issue editors.

Manuscripts must be submitted by June 30, 2025.

Guest Editors

Daekwan Kim (dkim@business.fsu.edu) is Spencer-Feheley MBA Professor in the College of Business at Florida State University and a Visiting Eminent Scholar at Kyung Hee University in Seoul, Korea. His research interests include the impact of IT and Industry 4.0 on interfirm relationships and relational performance, marketing/international marketing strategies, and international buyer–seller relationships. His research has appeared in the Journal of International Business Studies, Journal of Academy of Marketing Science, Decision Sciences Journal, Industrial Marketing Management, Journal of Business Research, Journal of International Marketing, Journal of World Business, Management International Review, International Marketing Review, International Business Review, and others. He is currently a Senior Editor of International Business Review and an Associate Editor of Decision Sciences Journal, and serving on the editorial boards of Journal of International Business Studies, Industrial Marketing Management, Journal of Business Research, Journal of International Marketing, and Thunderbird International Business Review. 

Ruey-Jer “Bryan” Jean (bryanjean@ntu.edu.tw) is Distinguished Professor of International Business at the Department of International Business, National Taiwan University, Taipei. He received his PhD from University of Manchester, UK. His research focuses on interorganizational relationship management and international new ventures in digital and data-rich environments, with a focus on emerging markets. He has published widely in peer-reviewed academic journals, including the Journal of International Business Studies, Journal of Management Studies, Journal of World Business, Management International Review, International Business Review, International Marketing Review, Journal of Business Research, Journal of International Management, and Journal of International Marketing. He is currently an Associate Editor of International Marketing Review and serving on the editorial boards of Journal of Business Research, International Business Review, and Asia Pacific Journal of Management.

S. Tamer Cavusgil (stcavusgil@gsu.edu) is Regents’ Professor and Fuller E. Callaway Professorial Chair and Executive Director, CIBER, Robinson College of Business, Georgia State University. A trustee of Sabanci University in Istanbul, TĂŒrkiye. Tamer authored more than several dozen books and some 200 refereed journal articles. He mentored over 40 doctoral students at Michigan State and Georgia State who have become accomplished educators around the world. Tamer holds an honorary doctorate from The University of Hasselt and the University of Southern Denmark, in addition to being named as an Honorary Professor by Atilim University in Ankara, TĂŒrkiye. He is an elected Fellow of the Academy of International Business. Tamer holds a Bachelor of Science degree from the Middle East Technical University in Ankara, TĂŒrkiye. He earned his MBA and PhD from the University of Wisconsin.

AyƟegĂŒl Özsomer (aozsomer@ku.edu.tr) AyƟegĂŒl Özsomer is Professor of Marketing at Koç University, Istanbul, TĂŒrkiye. She specializes in global marketing, branding, emerging markets and the role of marketing in tough economic times. She has published in top scholarly journals including the Journal of Marketing, Journal of Marketing Research, International Journal of Research in Marketing, and Journal of International Marketing. AyƟegĂŒl received several research awards including the 2011 Gerald Hills Best Paper Award for ten-year impact on entrepreneurship research, the 2013 Cavusgil Award for her paper investigating the interplay between global and local brands, and the 2023 Cavusgil Award for her paper on marketing agility. She has held visiting scholar positions at the University of Michigan, Ann Arbor, the Anderson Graduate School of Management, UCLA, and Harvard University. Her co-authored book, The New Emerging Market Multinationals: Four Strategies for Disrupting Markets and the Competition (McGraw Hill) was selected the best strategy book by Business+Strategy.

References

Alicke, Knut, Tacy Foster, Katharina Hauck, and Vera Trautwein (2023), “Tech and Regionalization Bolster Supply Chains, but Complacency Looms,” McKinsey (November 3), .

Bednarski, Lukasz, Samuel Roscoe, Constantin Blome, and Martin C. Schleper (2023), “Geopolitical Disruptions in Global Supply Chains: A State-of-the-Art Literature Review,” Production Planning & Control, .

Davis, Cameron, Ben Safran, Rachel Schaff, and Lauren Yayboke (2023), “Building Innovation Ecosystems: Accelerating Tech Hub Growth,” McKinsey (February 28), .

Ejaz, Muhammad R. and DĂĄniel HegedƱs (2023), “Designing a Conceptual Framework for Industry 4.0 Technologies to Enable Circular Economy Ecosystem,” Managing Global Transitions, 21 (2), 121–48.

Henrich, Jan, Jason Li, Carolina Mazuera, and Fernando Perez (2022), “Future-Proofing the Supply Chain,” McKinsey (June 14), .

Jeong, Insik, Ruey-Jer Jean, Daekwan Kim, and Saeed Samiee (2023), “Managing Disruptive External Forces in International Marketing,” International Marketing Review, 40 (5), 936–56.

Lee, Jeoung Y., Daekwan Kim, Byungchul Choi, and Alfredo JimĂ©nez (2023), “Early Evidence on How Industry 4.0 Reshapes MNEs’ Global Value Chains: The Role of Value Creation Versus Value Capturing by Headquarters and Foreign Subsidiaries,” Journal of International Business Studies, 54 (4), 599–630.

Mateska, Ivana, Christian Busse, Andrew P. Kach, and Stephan M. Wagner (2023), “Sustainability-Related Transgressions in Global Supply Chains: When Do Legitimacy Spillovers Hurt Buying Firms the Most?” Journal of Supply Chain Management, 59 (4), 42–78.

Panwar, Rajat, Jonatan Pinkse, and Valentina De Marchi (2022), “The Future of Global Supply Chains in a Post-COVID-19 World,” California Management Review, 64 (2), 5–23.

Tan, Hooi (2023), “It’s Time to Join the Fourth Industrial Revolution,” SME Media (June 22), .

Usui, Tetsuya, Masaaki Kotabe, and Janet Y. Murray (2017), “A Dynamic Process of Building Global Supply Chain Competence by New Ventures: The Case of Uniqlo,” Journal of International Marketing, 25 (3), 1–20.

Vertinsky, Ilan, Yingqiu Kuang, Dongsheng Zhou, and Victor Cui (2023), “The Political Economy and Dynamics of Bifurcated World Governance and the Decoupling of Value Chains: An Alternative Perspective,” Journal of International Business Studies, 54 (7), 1351–77.

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