Generational Shifts and International Business: Navigating Demographic Change in a Diverging World

Globally, populations are aging, birth rates are declining, and people are working longer, yet the speed of these demographic transitions varies dramatically across countries. By the end of the century, China will have 30% of its working population left, Japan 45%, and Europe 60%. In contrast, India’s population will continue to grow, and the workforce in Africa will dwarf all other countries and regions in the world. This has major implications for the generational make-up of countries, as well as for the global balance of power. Almost 50% of the population in India is under 25 years old. This proportion is 20% for countries like Germany and Japan. Europe reflected 22% of the world’s population in 1950 and will steadily move towards a mere 6% of the world’s population in 50 years. China’s inflection point is expected in the year 2030, after which its population will decline very rapidly.

These predictable yet profound demographic developments affect economies, business systems, firms and their internationalization opportunities and constraints, and they change the global balance of power.

The AIB 2026 Annual Meeting invites submissions that explore the nexus of demographic change and generational shifts in a diverging world. The theme of the conference serves as an invitation for the IB community to collectively explore the implications of these critical demographic developments in a more structured and comprehensive manner. While these topics already appear on the agenda of international business scholars, their individual contributions could be significantly enhanced by integration within a comprehensive conceptual framework on age and demographic change. Contributions from diverse disciplines such as economics, demography, sociology, psychology, finance, marketing, management, entrepreneurship, and related fields are encouraged.

Example 1: Global Value Chains

Demographic arbitrage represents an investment strategy that capitalizes on differences in demographic trends—such as population growth, age distribution, and labor force characteristics—across regions or countries to generate value added. The global factory model of international business emerged precisely from firms’ ability to pursue demographic arbitrage strategies, particularly by leveraging low-cost labor in Asia, with China serving as a prime example of countries providing manufacturing capacity. However, as countries’ demographic structures evolve—with China itself now aging rapidly—and the world becomes increasingly multipolar, the opportunities for traditional demographic arbitrage are shifting dramatically. What are the implications for firms’ demographic arbitrage strategies in a multipolar world characterized by ongoing demographic change? How sustainable is the model in which the European and American ‘greying’ economies rely on the demographic dividend in emerging markets?

Example 2: Young and Old Workers on the Multinational Workfloor

Many aging societies now feature five generations working simultaneously. This raises critical questions about how such demographic and generational diversity affect team dynamics, HR practices, organizational structures and learning, digital cooperation strategies, and leadership styles in multinational organizations operating across multiple demographic contexts. These generational challenges are compounded by cultural differences. A team with German Baby Boomers, Indian Millennials, and Nigerian Gen Z members may face not just cross-cultural coordination challenges but also different assumptions about work relationships, career progression, and organizational loyalty.

Multi-level and Multi-disciplinary

Advancing an international business framework centered on demographic structures would illuminate interconnected trends across multiple levels of analysis. At the firm level, this includes evolving HR practices and organizational structures. At the industry level, it encompasses the rise and decline of sectors driven by demographic shifts (e.g., health and education). Country-level analysis would, for example, examine labor’s changing role in economic growth and competitiveness, including the politically sensitive topic of migration.

Institutional dimensions could explore retirement systems, unionization patterns, labor relations, and the broader sociology of work. The political context could address contestation arising from shifting majority-minority demographics between and within countries and generational power dynamics. Demographic transitions and past inflection points may hold lessons for the future. Finally, the cultural dimension would capture generation-driven value shifts that reshape business environments.

Demographic diversity and generational change cut through all areas of interest and tracks, but we have one track specifically focused on the conference theme. We encourage authors to submit their highest impact work to the track of their choice.

The thirteen tracks to which authors can submit their papers and panels are listed at the end of this call.

Submission Information and Tracks

We welcome submissions of original research papers that offer practical insights, empirical evidence, and innovative perspectives on generational change and demographic diversity. As an organization, we are committed to non-discrimination based on race, ethnicity, national origin, gender, sexual orientation, and other protected characteristics. We expect all panel submissions to ensure fair gender representation and reflect our dedication to diversity and inclusion. We expect panels to be interactive. There are several options here ranging from Oxford-style debates to Pro-Con and Q&A-type panels.

Please submit each of your papers or panel proposals to one of the following tracks. There is a strict “rule of three” limit on the number of papers or panels each author can submit. The rule of three applies to all authors who are associated with a paper or panel (not just those who submit). If you are listed as a co-author or panelist, you are subject to the rule of three. There will be no exceptions to this rule, so please make sure all your co-authors agree to a submission and are within the rule of three BEFORE you submit your paper or panel. We will prioritize submissions that demonstrate rigor, relevance, and impact.

A separate Submission Guide page will be posted on the AIB 2026 website soon with additional information on both paper and panel submissions.

1. Internationalization Processes and International Entrepreneurship

Track Co-Chairs:
Juan Bu, Indiana University, USA
Johannes Kleinhempel, University of Warwick, United Kingdom

This track focuses on how global entrepreneurs adapt and identify business opportunities in a changing world. It covers the creation of new ventures, expanding businesses, and driving innovation across borders, with a special emphasis on digital technologies and social/economic challenges.

Keywords: Born-global firms; Comparative international entrepreneurship; Digital internationalization; Entrepreneurial internationalization; Foreign entry modes; Immigrant and Transnational Entrepreneurs; International entrepreneurship; International entrepreneurial orientation; Entrepreneurial networks; International new ventures; Internationalization process; Opportunity entrepreneurship; Speed of internationalization.

2. International Marketing and Consumer Behavior

Track Co-Chairs:
Zhaleh Najafi-Tavani, University of Leeds, United Kingdom
Juan Carlos Sosa Varela, Universidad Ana G. Méndez, Puerto Rico

This track explores how firms, international marketing managers, and consumers respond to challenges like digitalization, technological advances, geopolitical risks, and sustainability pressures. It aims to understand how cross-national/cross-cultural similarities and differences, as well as global technological and institutional changes, affect firms and customers, and how global firms can successfully design and implement marketing strategies.

Keywords: AI in marketing; Brand management; Consumer animosity; Country-of-origin effects; Cross-cultural marketing; Digital marketing; Distribution channels; International marketing theory; Marketing communications; Market targeting and segmentation; Nationalism; Pricing; Standardization/Adaptation; Social media/e-commerce marketing; Sustainable marketing.

3. International Finance, Accounting, and Corporate Governance

Track Co-Chairs:
Anna Grosman, Loughborough University London, United Kingdom
Asmund Rygh, University of Manchester, United Kingdom

This track emphasizes cross-border investment, capital structure, financial reporting, and risk management in multinational firms. It covers governance approaches, legal and financial institutions, ESG reporting, and the influence of international investors on firm strategies. It also covers comparative capital markets and international banking and regulation.

Keywords: Accounting standards; Capital structure; Climate risk; Corporate governance; Corporate ownership; Cross-border investment; Digitization and Fintech; Exchange rate exposure; Financial risk management; Internal capital markets; International finance; Institutional investors; Non-financial reporting; Private Equity; Shareholder activism; Stakeholder activism; Sustainable finance; State ownership; Transfer pricing; Valuation; Venture Capital.

4. Global Strategy and Organization

Track Co-Chairs:
Birgitte Grøgaard, BI Norwegian Business School, Norway
Ishva Minefee, University of Illinois Urbana-Champaign, USA

This track examines the strategies and organizational responses of multinational enterprises (MNEs) to global challenges and competitive threats. It covers international strategies in a changing world, HQ-subsidiary relationships, mergers and acquisitions, foreign exit and divestment strategies, platform strategies, global organization, and the creation and transfer of knowledge across borders within the MNE and its subsidiaries.

Keywords: Competitive strategy; Foreign exit and divestment; Global strategy; Growth strategies; Joint ventures; Knowledge creation and transfer; Location strategy; Mergers and acquisitions; MNE organization; Organizational learning.

5. Global Value Chains, Networks and Operations

Track Co-Chairs:
Margherita Corina, Neoma Business School, France
Noman Shaheer, University of Sydney, Australia

This track focuses on managing global value chains (GVCs) and operations. It covers supply chains, global operations and logistics, and the restructuring of GVCs, including reshoring, backshoring, friendshoring, and relocation (marketing, headquarters, or innovation centers) strategies. It also addresses the digital transformation of GVCs, global networks and alliances, R&D clusters, and global crowdsourcing.

Keywords: Alliances; Connectivity; Cross-border R&D and technology management; Digital transformation of GVCs; Geopolitical shifts and GVCs; Global open innovation; Global logistics; Global Supply chains; Location decisions; Global value chains; GVC transitions; Intellectual property protection; Networks; Offshoring, reshoring, and friendshoring; Outsourcing.

6. International HRM, Global Leadership, and Cross-Cultural Management

Track Co-Chairs:
Zeynep Aycan, Loughborough University, United Kingdom
Sebastian Reiche, University of Navarra, Spain

This track covers global talent management, language and cross-cultural management, global leadership, multicultural teams, and international HR activities. It includes recruitment, training, performance management, compensation, and leadership development.

Keywords: Cross-cultural management; Cultural diversity; Digital HRM; Expatriate management; Global leadership; Global staffing; Hybrid and remote working; Intercultural competence; Migration; Organizational change; Performance appraisal; Talent management; Virtual teams; Work-family issues; Work design.

7. Gender and Diversity

Track Co-Chairs:
Fabiola Monje-Cueto, Universidad Privada Boliviana, Bolivia
Yuka Fujimoto, Sunway University, Malaysia

This track explores diversity, equity, inclusion, and belonging (DEIB) across all aspects and levels of international business. It covers gender, class, race, ethnicity, sexual orientation, ability, neurodiversity, ancestry/origin, and other social identities, as well as their intersectionality. It addresses both social justice and business performance perspectives, paying particular attention to underlying power dynamics and issues regarding structural inequality and inequity.

Keywords: Advocacy; Ageism; Class; Decolonization; Diversity, equity, inclusion (DEI); Discrimination; Gender equality; Intersectionality; LGBTQIA+; Neurodiversity; Race; Representation; Social identity.

8. Teaching and Education

Track Co-Chairs:
Rian Drogendijk, University of Groningen, Netherlands
Stefan Zagelmeyer, University of Manchester, United Kingdom

This track showcases good practices in international business (IB) teaching and education at all levels, recognizing the value of approaches that are effective and adaptable across diverse contexts. It focuses on innovative teaching methods, curriculum design, student engagement, pedagogy, and the use of digital tools to enhance learning.

Keywords: Blended learning; Case teaching; Cross-cultural teaching; Experiential Learning; Executive education; Hybrid teaching; IB curriculum; Multimedia or AI experiential learning; Simulations.

9. Research Methods and Theorizing

Track Co-Chairs:
Stephanie Decker, University of Birmingham, United Kingdom
Liang Chen, Singapore Management University, Singapore

This track highlights advanced research methods and theorizing approaches in international business. It encourages innovative methodologies, interdisciplinary research, and context-sensitive theories.

Keywords: Experiments; Case study; Ethnography; Historical approaches; Interdisciplinary theorizing; Longitudinal research; Mixed methods; Meta-analysis; Machine learning; Natural language processing; Non-western perspective; Process theorizing; Prospective theorizing; Qualitative research; Quantitative research; Research methodology; Surveys.

10. Emerging Markets and Emerging Market MNEs

Track Co-Chairs:
Dessi Dikova, WU Vienna, Austria
Olivier Bertrand, FGV EBAPE, Brazil

This track explores the dynamics of emerging markets, the internationalization into emerging countries, and the strategies of emerging market multinational enterprises (EMNEs). It covers, for instance, innovation, sustainable development, and market/non-market strategies of emerging market MNEs abroad, as well as those of foreign firms operating in emerging countries.

Keywords: Bottom of the Pyramid (BOP); Corporate social responsibility; Economic development; Emerging market MNEs; Global risks; Innovation; Internationalization into emerging countries; Internationalization strategies; Reverse innovation; State-owned enterprises; Sustainability.

11. MNE-State Relations and International Business Policy

Track Co-Chairs:
Aldo Musacchio, Brandeis University, USA
Christopher Hartwell, ZHAW School of Management and Law, Switzerland

This track examines the interactions between business, governments, and society. It focuses on the nexus between politics and business, non-market strategies, the effects of geopolitical risks, political and institutional volatility, social challenges, and the impact of tariffs and subsidies, industrial policy, trade policy, and regulation on firm strategy and performance.

Keywords: Conflict; Corporate diplomacy; Corporate political activity; Corruption; Geopolitics; Global governance; Institutional environment; Non-market Strategies; Political strategies; Protectionism; Social sustainability; Trade agreements; Social movements.

12. Sustainability in International Business

Track Co-Chairs:
Danqing Wang, Hong Kong University of Science and Technology, Hong Kong SAR
Anne Jacqueminet, ESSEC Business School, France

This track addresses how international businesses engage with sustainability challenges like climate change, poverty, and inequality. It explores sustainable development goals, stakeholder engagement, and corporate social responsibility.

Keywords: Circular economy; Climate change; Corporate Social Irresponsibility (CSiR); Corporate social responsibility (CSR); ESG; Ethical Trade; Global value chains; Green development; Green innovation; Greenwashing; Human rights; Social innovation; Sustainable development goals (SDGs); Sustainability Reporting; Responsible business.

13. Conference Theme Track: Generational Shifts and International Business: Navigating Demographic Change in a Diverging World

Track Chair:
Sjoerd Beugelsdijk, University of South Carolina, USA

This track deals with the theme of the conference. The track explores the topics listed above in the call for papers.

Keywords: Age; Demography, Generations, Migration.

All submissions must be made through AIB’s online submission system by 12 January, 2026.

Please refer to the AIB 2026 Submission Guide on the AIB 2026 conference website for information on how to prepare and submit your work. All submissions will undergo a double-blind peer-review process.

We hope you will submit your best work and join us at the AIB 2026 Annual Meeting as we strive to make international business scholarship a driving force for positive change in the world!