This piece was originally posted in Management INK, a blog highlighting top scholarship and catering to academics, researchers and practitioners in the management and business fields. We present it now as part of the #AcWriMo series on MethodSpace.
Collaboration is something we’re all familiar with and most of us have taken part in over the course of our careers. With globalization and hence international collaboration, however, come new challenges. In our continuing series reflecting on academic research and writing, we turn to the unique aspects inherent in collaborating internationally for academic publication.
As North American journal editors seek to globalize the content in their journals while at the same time international scholars seek publication in North American journals, the intersection has become greater. What are the factors contributing to successful international collaboration? What are the hindrances?
In Group and Organization Management Amy Ou, Luisa Varriale and Anne Tsui examined factors that explain international scholars’ success in publishing in North American management journals through collaboration in “International Collaboration for Academic Publication: Implications from the Resource-Based View and Transaction Cost Theory.” As they explain, “International scholars forming collaboration teams with the aim of publishing in [North American] journals is similar to foreign companies creating joint ventures to enter other markets.” What follows is an important examination of how this comes into play.
From the abstract:
Drawing on the international entry mode literature, the authors propose that international collaboration teams are more successful when they increase complementary resources and reduce transaction costs. A sample of 364 articles from 10 North American management journals shows that teams published in higher impact management journals when they had U.S. or Canadian collaborators, higher proportions of assistant professors, and less gender diversity. Combining additional findings from 23 semi-structured interviews, the authors provide a research model to explain the resources and costs embedded in international collaboration teams as well as mechanisms that help transform costs into resources.