Global Value Chains: Navigating Paradoxes and Seizing Resilience

H. Solli-Sæther¹, S. Elia², B. B. Nujen³, F. De Beule⁴, O. Kuivalainen⁵

1: Norwegian University of Science and Technology, Norway; 2: Politecnico di Milano, Italy; 3: Norwegian University of Science and Technology, Norway; 4: KU Leuven, Belgium; 5: Lappeenranta University, Finland

Corporate Political Activity of Multinational Enterprises: Toward a Multilevel Understanding

D. Georgakakis¹, M. Papanastassiou¹, J. Clegg¹, L. Kano², T. Rajwani³, M. Ahammad¹, W. Ruigrok⁴

1: University of Leeds, United Kingdom; 2: University of Calgary, Canada; 3: University of Surrey, United Kingdom; 4: University of St.Gallen, Switzerland

Rethinking IB Research for the Next 50 Years: What about Engaged IB Scholarship?

R. van Tulder², A. Van Assche¹, N. Sinkovics³, A. Giroud⁴, S. Zhao⁵, E. Wang⁶

1: HEC Montréal, Montreal, Canada, Canada; 2: RSM Erasmus University Rotterdam; 3: University of Newcastle; 4: University of Manchester; 5: University of Surrey; 6: University of Leeds

Charting Directions for Future Research on MNEs

J. Mees-Buss¹, E. Westney², U. Holm³, U. Andersson⁴, M. Eriksson⁵, P. Kähäri⁶, U. Zander⁵

1: University of New South Wales, Australia; 2: MIT Sloan School of Management, Schulich School of Business; 3: Uppsala University; 4: Mälardalen Universuty; 5: Stockholm School of Economics; 6: Aalto University

Recognising and Embracing Linguistic Diversity in IB Research

C. Couper¹, K. Koskinen², P. Shulist³, S. Tietze⁴, E. Westney⁵, R. Piekkari³

1: Birmingham Business School, United Kingdom; 2: Tampere University, Finland; 3: Aalto University, Finland; 4: Sheffield Hallam University, United Kingdom; 5: York University, Canada

The Impact of the ‘New Normal’ on EU-facing Global Value Chains (GVCS)

L. Curran¹, B. Dachs², B. Jankowska³, K. Mroczek-Dąbrowska³, A. Kania³, T. Joltreau⁴

1: Tbs, France; 2: AIT Austrian Institute of Technology, Vienna; 3: PUEB, Poznan; 4: Toulouse Business School (France)

Global Multi-teaming – a Multi-method Study of an Emerging Team Context in Multinational Corporations

N. Nurmi¹, T. Hakkarainen², K. Mäkelä¹, E. Nordbäck³

1: Aalto University, Finland; 2: University of Liverpool, United Kingdom; 3: Hanken School of Economics, Finland

The Nordic Model of HRM from 1995-2021– a Case of ‘bounded Change’?

P. N. Gooderham^1,2, K. M. Olsen¹, A. M. Sandvik¹, A. Smale³, F. Bévort⁴, A. Einarsdóttir⁵, S. Tengblad⁶

1: NHH Norwegian School of Economics, Norway; 2: Middlesex University Business School; 3: University of Vaasa; 4: Copenhagen Business School; 5: Bifröst University; 6: Göteborgs universitet

Unraveling the Interplay of Personal Values and National Contexts on Employee Conflict Management Preferences: A Cross-national Study of 50 Countries

J. Zhang¹, H. van Herk¹, M. Tims²

1: Department of Marketing, School of Business and Economics, Vrije Universiteit Amsterdam, The Netherlands; 2: Department of Management and Organization, School of Business and Economics, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands

Rethinking Knowledge Sharing in Work-from-anywhere Teams

D. Minbaeva¹, L. Rabbiosi², O. Garofalo³

1: King's Business School, King's College London, United Kingdom; 2: Copenhagen Business School; 3: Copenhagen Business School