December 10-11, 2020

4th International Conference of Marketing, Strategy & Policy

Building Resilient Business Models

Businesses suffered when retail managers refused to cooperate with marketing managers who wanted to support sales managers because they were struggling to meet their sales targets and consumers were feeling insecure about their health and unsafe to touch products or groceries. Simultaneously, many people had no opportunity to even speak to their loved ones before they left for heavenly abode. Due to various reasons like this, Pandemic had serious implications on emotional, social and economic health of individuals at personal and/or commercial front. To address the crisis, scientists started working on finding cures and vaccination, while governments globally made best efforts to implement safety measures with policies like social distancing, use of masks and hand washing along with shopping hours for senior citizens to control and minimize the damage. Simultaneously, businesses that had moral obligation to keep their supplies up and running during the most challenging time like food factories, retail outlets and logistics providers were struggling to manage safety of their staff and customers together. Even after almost six months of eruption of pandemic, one of the major challenge companies are facing is to deal with continuing evolution of the situation. The major concerns of businesses during this time has been adapting to the situation, particularly related to the supply chain because it needs individuals to travel to deliver when every person wants to stay at home for feeling safe. During this time, when health workers were reporting shortage of oxygen cylinders and testing equipment, the crippled supply chains were struggling with geopolitical issues like origin of virus amidst slogans of not only saving lives and livelihoods, but also Black Lives Matter movements of civil disobedience.

The pandemic also disrupted the education and learning process of 94% of student population around the world, which accounted for 1.6 billion learners in about 190 countries, and 99% out of these were reported to be from low and middle income countries, as reported by United Nations. Governments have been trying hard during this learning crisis period to protect education by minimizing the impact on vulnerable with support from Official Development Assistance (ODA) for education. Policy scholars suggested building an education system that is resilient and inclusive while accelerating use of technology based solutions because it not only helps in reducing disparities in opportunities with increased participation remotely. Various distance-learning tools will facilitate inclusive learning in future. However, use of these tools will increase need all institutions in the education sector like schools, colleges, polytechnics and universities to create a system of support for their workforce, for ensuring all types of safety for all their members of staff.

After the first wave has slowed down and institutions that could survive the pandemic are getting ready to pick up momentum., they are unsure about how to respond to the situation and ensure human safety. News from Malaysia about detection of a mutated corona virus that is a ten times more infectious creates further feeling of fear. Such a situation requires both commercial and non-commercial entities to not only mobilize, but also optimize their resources to stabilize the current environment and to strategically plan for the next wave, in case it arrives. To deal with the situation technology based new approaches to strategically manage operational requirements of the new environment are being considered. Many are using analytics to efficiently manage their entire supply chain because managers working at the retail level refuse to adhere to undertake or participate in any promotional activity due to scarcity of resources and marketing managers are struggling to fill the gaps in the demand. Due to this, promotions have taken a backseat and as a result, managers are looking for ways and means to retain their position in the market. Use of technology combined with analytics offers tools that use information to not only integrate business functions like operations, marketing and supply chain, but also for building resilience that allows managing both resources and cost efficiencies during this economic downturn.

Today, different industry sectors are depending upon technology for automated production without human intervention to reduce the risk of transferring virus and artificial intelligence based analytics to innovatively manage their resources and manage demand with supply. Artificial intelligence based analytics can provide solutions to complex problems, offers demand forecasting and scenario prediction using models built around variables critical to the given company. Ability of artificial intelligence based analytics to use real-time tracking for building integrated models has helped every professional to build a framework for resilience. The resilience frameworks offered by innovative use of artificial intelligence have enabled scientists to work on developing vaccines, managers to measure effectiveness of strategies they adopted for safety of human lives in real-time, identify vulnerabilities or potential disruptions in the supply chain for survival of their business.

Power of innovation and analytics helped companies during Pandemic to deal with high-stakes issues such as delayed deliveries from manufacturers’ perspective and not so serious concerns such as delayed deliveries at the consumers’ end. Building resilience for reversing the situation by lowering the risk of issues with high-stake activities such as delays in deliveries sent by manufacturers and increasing concern for low-impact initiatives such as delay in delivery to consumers is important. The delays have left far reaching impact in a world that was globally inter-connected and has been crippled by Pandemic, making it important for manufacturers, retailers, brand owners, supply chain partners to not only identify but also to identify and highlight, but also to mitigate the risk. Hence, it has become important for scholars to combine advanced tools and techniques with different business strategies to build resilience with a conscience of responsibility towards safety, health and inclusion of not only consumers, but also employees, suppliers and other stakeholders.

  • Scholars are encourged to submit their conceptual and empirical research outputs related to but not limited to topics below:

    • > What kind of information do managers require to build a model of resilience that focuses on safety, health and/or inclusion for sustainability?
    • > How can analytics enable managers to build a business model of resilience that focuses on safety, health and inclusion for sustainability?
    • > Under what conditions and mechanisms the relationship between information, analytics and strategy improve performance with a focus on safety, health and/or inclusion, during situations of crisis for sustainability?
    • > What kinds of information related strategy would support the analytics process for building resilience that focuses on safety, health and/or inclusion by both services and manufacturing companies for sustainability?
    • > Are there any innovative business models that can enable managers to operationalise findings or interpretations of the data after analytics for solutions that focus on safety, health and/or inclusion for sustainability?
    • > How can managers match or differentiate or distinguish between right or wrong information for building right strategy to build their focus on safety, health and/or inclusion for sustainability?
    • > Are there any obstacles associated with the use of analytics for building a resilience framework for any kind of business that focuses on safety, health and/or inclusion for sustainability?
    • > What are the drivers and barriers for companies to use analytics for building a resilient business model that focuses on safety, health and/or inclusion for sustainability?
    • > To include economic/financial impact of Pandemic on supply-chain contagion
    • > Role of financial marketing

The synchronous presentations including keynotes, parallel sessions and discussion sessions with a session with editors of top journals and a workshop for paper development and PhD Colloquium will be held online via Zoom. The breakout sessions will provide opportunities to people with diverse ranges and locations to converse and exchange notes with other participants.


DATE: 9th December 2020

The aim of Doctoral Colloquium is to create an opportunity for PhD students to have an in-depth discussion with the experts and other PhD students.

For presentation to the panel and PhD audience, please submit an extended abstract to the submission link and choose PhD colloquium from the drop down menu. There is a reduced fee of GBP50 to be paid by the student for presentation at the Doctoral Colloquium.


Prof TC Melewar
Middlesex University, UK


Prof V Kumar
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Prof Xiaolan Fu
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Prof Pawan Budhwar
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Prof Subodha kumar
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Prof Michael Czinkota
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Prof Fevzi Okumus
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Academy of Management Learning & Education (AMLE)

FACILITATORS: Prof. Paul Hibbert, Editor; Dr Clare Rigg, Associate Editor

AMLE is interested in making a difference to management education at any level from first degrees up to doctoral education, as well as enhancing management learning in organizational contexts. We take the view that the most important, effective and enduring way to make a meaningful difference to this field rests in enhancing the theoretical understandings that inform our practice. For this reason, successful articles at AMLE contribute effectively to theory development and/or theoretical debates that are relevant to management learning and education, and/or the ‘business of business schools’. The most common focus is on learning theories, but that is not the whole story. Articles may alternatively address concepts which help explain the dynamics of education processes (for example: identity, power, culture…), reveal the underlying philosophical issues or tensions in management learning (ontological, epistemological or axiological), explain the effects of critical and ethical concerns on learning, or add to theoretical debates on a particular aspect of management and organization studies where learning and education are key issues (for example: entrepreneurship or leadership). While this underlines a focus on management learning and education, this breadth applies equally to the ways in which articles may help us to understand, critique and influence the business of business schools—and includes sector-wide concerns alongside organization level and career issues. While the theoretical focus is absolutely primary, given our mission to make a difference to the field, AMLE articles must also use their theoretical insights to speak to educators and/or policymakers. This means that the novel theoretical contribution must underpin some operationalizable ideas for practice or policy. Practical recommendations are rarely prescriptive and more often reflective, with the end result that AMLE is able to support educators interested in enhancing management education through theoretical development and the critique of unexamined assumptions.

A maximum of 8 submissions will be accepted for the PDW and the process is competitive. However, there will also be a general ‘meet the editors’ session at the conference which will be open to all, where there will be an opportunity to ask questions and seek guidance on general points.

If your working paper or abstract is accepted for the PDW, we will confirm your PDW place by December 1, 2020.

Journal Associations

Meet the Editors:

Journal of Business Research
Asian Business and Management
British Journal of Management
Academy of Management Learning & Education
Production & Operations Management
Journal of Retailing

The papers presented in the “Retailing” track will receive feedback from the Editorial team of Journal of Retailing, who will be participating in the track.

A selection of papers submitted will be invited to a Round Table meeting for a discussion about their papers with the Editor of Production and Operations Management.

Journal Special Issues:

Journal of Business Research: Selected best papers presented at the conference will be invited to submit to 1) a special section in the journal and 2) a special issue on “Unconventional Sources of Innovation and Sustainability: Opportunities, Challenges, and Dilemmas of Technology.

International Journal of Contemporary Hospitality Management: Selected best three papers on hospitality and tourism presented at the conference will be invited to be considered for publication

Qualitative Market Research: An International Journal: Selected papers will be invited to submit to the special issue.

European Journal of International Management: A special issue on “Sustainable Orientation of Consumer Generations: Pandemic and Crisis Impact on Global Community”.

Asian Business and Management: A special issue on “Managing people, markets and businesses in the new India”.

European Journal of International Management: A special issue on “The foreign investment decision process in times of digital transformation - A tribute to Yair Aharoni”

Corporate Reputation Review: A special issue on “Place identity/branding, reputation and e-marketing: Solutions during and after global pandemic crisis”.

Sustainability: Sustainable Tourism in International Context: Solutions during and after Global Pandemic Crisis.

For more information, please write to

Executive Board of the Conference:

Prof Suraksha Gupta, Newcastle University, UK
Dr Yichuan Wang, Sheffield University, UK
Dr Pantea Foroudi, Middlesex University, UK
Dr Rama Kanungo, Newcastle University, UK
Dr Francesco Schiavone, University Parthenope, Italy
Dr Parth Patel,Australian Institute of Business, Australia
Dr Yousra Asaad, Brunel University, UK
Dr Sena Ozdemir, Lancaster University, UK
Prof Kavita Sharma, University of Delhi, India
Dr Hema Yadav, National Institute of Agricultural Marketing, India
Dr Dongmei Cao, Coventry University, UK
Dr Prikshat Verma - Cardiff Metropolitan University, UK
Dr Sanjeev Kumar - Sohar University, Oman
Dr Syed Mohyuddin - Australian Institute of Business, Australia
Dr Vishal Rana - Australian Institute of Business, Australia
Prof. Etinder Pal Singh - Apeejay School of Management, India

Organizing Committee of the Conference:

Mahipal Bukya, Manipal University, India
Shubhangi Grover, Manipal University, India
Hardik Jain, Manipal University, India
Rui Liu, Newcastle University, UK
Samina Sumrin, Newcastle University, UK
Emmanuel E. Lulandala, University of Delhi, India
Reza Marvi, Middlesex University London, UK
Jaykar Sodagiri, University of Delhi, India
Dongmei Zha, Middlesex University London, UK
Mohammad Islam, Newcastle University, UK

Submit pdf version of your abstract of 500 words or extended abstract of 2000 words or manuscript of 5000 words in double spacing using Times New Roman Font 12 point by November 25, 2020
Submit Here

For any further queries, please send an email to

Conference Registration

One of the authors of accepted manuscript should register for presenting at the conference

    Early Bird Conference Registration, 20th November 2020

Register Here

Registration fee GBP100

    PhD Colloquium Presenter

Register Here

Registration fee GBP50

    Research Scholar/PhD Student Conference Registration

Register Here

Registration fee GBP125

    Academic Presenter Conference Registration

Register Here

Registration fee GBP150

    Industry Practitioner Conference Registration

Register Here

Registration fee GBP250

*Conference fee is non-refundable.