SEJ Special Issues
Special Issues are an important part of the Strategic Entrepreneurship Journal (SEJ). Special Issues primarily focus on a single topic of relevance to the entrepreneurship field and have the potential of opening new ground for further research.
Email the SEJ Editorial Office at sej@strategicmanagement.net to inquire about submitting a Special Issue proposal.
All Special Issue manuscripts considered for submission must be sent to SEJ's online submission site. For information as to the form of submission, including style and other submission guidelines, please click here.
Call for Special Issue Proposals
The Strategic Entrepreneurship Journal (SEJ) invites proposal submissions for a Special Issue of the journal. We encourage proposals that seek to shape or reshape important research conversations in our field or open entirely new ones. The proposal document should include the following:
- Potential guest editors and their CVs (as well as a link to their websites, if available)
- Proposed special issue theme
- Description of theme (up to two pages):
a. Relevance and importance to the SEJ readership
b. Potential research questions
c. How it shapes or reshapes important research conversations or opens new ones
d. Plan for distributing the Call for Papers and publicizing the Special Issue
We expect the process to be highly competitive as SEJ can accommodate only a handful of Special Issues for the next 2-3 years. Accordingly, the Co-Editors will review proposals after the deadline and invite a subset for further consideration and development. The evaluation will consider the theme (fit with conversations in SEJ and the entrepreneurship research community, importance, breadth and scope of the target audience) as well as the SI editorial team (editorial experience, capabilities, and reputation).
The deadline to submit special issue proposals is February 28, 2025.
Current Special Issues
Framing Novelty: A Linguistic Approach To The Understanding Of Entrepreneurship, Creativity, And Innovation
Submission deadline: January 31, 2025
Innovators’ struggle for recognition is a central theme in the literature on entrepreneurship, creativity, and innovation. One way by which innovators can overcome the liability of newness of their nascent projects is through the use of rhetorical devices (e.g., Aldrich & Fiol, 1994; Czarniawska, 1998). A growing body of scholarship now adopts a framing approach (Goffman, 1974) to study entrepreneurship, creativity, and innovation, where framing refers to “the use of rhetorical devices in communication to mobilize support and minimize resistance to a change” (Cornelissen & Werner, 2014: 185). Framing matters for entrepreneurs (Snihur et al., 2022), corporate entrepreneurs (Putra, Pandza, & Khanagha, 2023), and innovators more broadly (Hargadon & Douglas, 2001) to construct meaning around novel endeavors and win over skeptical audiences. Several studies in entrepreneurship, for instance, underscore the importance of framing choices in contextualizing innovation efforts (Garud et al., 2014), shaping the perceived risk of novel entrepreneurial ideas, or motivating capital commitment by relevant stakeholders (Martens et al., 2007). Likewise, organizational scholars have suggested that the frames individuals use, as well as the terms and categories they borrow from dominant discourses are critical to gain access to audiences’ symbolic and/or material resources (Lounsbury & Glynn, 2001; Zott & Huy, 2007; Navis & Glynn, 2011; Granqvist et al., 2013).
More recently, some scholars have started to establish a link between the enabling role of language in framing innovation and audience-based evaluative mechanisms (Falchetti et al., 2022). For instance, one important pillar of this link lies in language expectancy theory, which holds that individuals develop normative expectations concerning appropriate communication styles in given situations, and argues that such expectations affect individuals’ attitudes toward message effectiveness (e.g., Burgoon et al., 2002). When those expectations are matched, the persuasiveness of the message increases. Expected patterns of language use have been shown by cognitive studies to exist and operate along multiple communication features including language intensity, complexity, and emotional tone (Averbeck & Miller, 2014; Craig & Blankenship, 2011). Along these lines, past research has linked the frequency with which we use certain word categories with how we are perceived by others, thereby resulting in tangible performance outcomes such as job performance or attainment (Berry et al., 1997). Entrepreneurship scholarship has shown audiences to be sensitive to the entrepreneurial orientation of the rhetoric used in the shareholders’ letters (Wang et al., 2021), or the linguistic styles adopted by entrepreneurs to communicate their ideas on crowdfunding platforms (Parhankangas & Renko, 2017; Gafni et al., 2019) and digital marketplaces (Cutolo et al., 2020), while related strategy scholarship has demonstrated that subtle changes in the linguistic framing of idea pitches may decisively affect key audiences’ disposition to support those ideas (Huang et al., 2021; Falchetti et al., 2022; Contigiani and Young-Hyman, 2022).
Past Special Issues Awaiting Publication
Business Model Innovation Design: Deploying Strategic Entrepreneurship to Address Grand Challenges
Anticipated Publication: March 2025
To address grand challenges, strategic entrepreneurship initiatives such as business model innovation at the base of the pyramid or new social ventures with innovative business model designs may be deployed. Well-designed governmental policies complement and promote such purposeful entrepreneurship and innovation; however, they do not substitute for them. Given the relevance and timeliness of the topic, and the lack of research at the intersection of business model design, innovation, strategic entrepreneurship, governmental policies and grand challenges, we are launching a Special Issue entitled Business Model Innovation Design: Deploying Strategic Entrepreneurship to Address Grand Challenges.
Uncertainty and Competing Goals: Advancing Behavioral Theories of Entrepreneurial Processes and Outcomes Business Model Innovation Design: Deploying Strategic Entrepreneurship to Address Grand Challenges
Anticipated Publication: June 2025
The aim of this Special issue is to encourage scholars to advance new theoretical and empirical insights about entrepreneurial decision-making processes and outcomes in complex environments under conditions of uncertainty and competing goals. Accordingly, a wide repertoire of behavioral theories should be considered to further develop and enrich current understanding of entrepreneurial processes and outcomes. For instance, the mixed gamble concept has recently emerged as a powerful lens to explicate complex decisions in contexts that are hard to make sense of and decide upon (e.g., Bromiley, 2009, 2010; Gómez-Mejía et al., 2014; Hoskisson et al., 2017; Nalick et al., 2020). Also, the concept of Knightian uncertainty has been used to address situations in which neither outcomes nor their probabilities can be estimated ex ante (Arikan et al., 2020; Alvarez and Barney, 2007; Knight, 1921). Real options theory is another theoretical tool for helping managers and entrepreneurs deal with decision-making under uncertainty to enhance strategic flexibility (McGrath, 1997; McGrath & MacMillan, 2000; Bowman & Moskowitz, 2001). There has also been research dealing with how biases might distort the rationality of the real options decision approach (Coff & Laverty, 2001; Miller & Shapira, 2003; Adner & Levanthal, 2004). Additionally, scholars rooted in the tradition of the behavioral theory of the firms have started to examine how interrelated and conflicting goals are prioritized and resolved (Gaba & Greve, 2019). Unfortunately, however, these concepts and related models of uncertainty and competing goals have not received adequate attention in the entrepreneurship literature. Moreover, we encourage scholars to use cognitive mental models, such as the “small world representation” (SWR)’ concept that is gaining traction in the behavioral strategy and entrepreneurship literatures (e.g., Feduzi et al, 2021: Csaszar & Levinthal, 2016; Packard et al., 2017).
Entrepreneurial Decisions in the Digital Age
Anticipated Publication: December 2025
The present digital age is characterized by the rapid shift from a traditional economy established by the Industrial Revolution to an economy based on digital technologies (Giustiziero et al. 2021). Many economic activities now take place digitally and a vast amount of information and data are made widely available by digital technologies (Karhade and Dong 2021a). Entrepreneurs and entrepreneurial organizations increasingly employ new organizations, organizational designs and business models based on new digital technologies such as AI and digital platforms (Kretschmer and Khashabi, 2020; Oehmichen et al. 2022). The new organizing principles they engender (e.g., data-driven decision making and meta-organizational forms) (Cennamo et al. 2020; Kretschmer et al. 2022) can likewise empower entrepreneurial activities and decisions originating from entrepreneurs’ subjective judgment (Foss and Klein, 2012).
Interestingly, digital technologies may become tools that reduce information asymmetries and consequently moral hazard between stakeholders and entrepreneurs (Chakravarty et al. 2021), unlocking innovation potential (Karhade and Dong 2021b). However, digital technologies can also constrain innovation and entrepreneurial initiatives towards specific paths. For instance, digital platforms leverage their extensive API tools, interfaces, add-ons and governance rules to shape the innovation effort and activities of their ecosystem participants towards directions that are aligned with the platform firm’s strategic objectives (Cennamo 2021; Jacobides et al. 2018), constraining what these actors can do. There is a need to extend our understanding about how new technological resources (e.g., AI and digital platforms) adopted within the organization and/or leveraged through other organizations affect the quality and scope of entrepreneurial decisions.
Re-thinking Academic Entrepreneurship: Micro, Macro, and Meso Perspectives
Anticipated Publication: June 2026
Scientists who engage in such activities are now referred to as “academic entrepreneurs” and entrepreneurial programs and initiatives have grown exponentially on campus and in surrounding regions of the university or federal/national lab. At the same time, more attention has recently been paid to students and alumni who set up their own ventures, referred to as student and alumni entrepreneurship, and which belong to the broader umbrella term of “academic entrepreneurship”.
A key policy issue relating to academic entrepreneurship is ownership of intellectual property arising from government-funded research at universities and federal/national labs, such as patents (the Bayh-Dole approach in the U.S.), and whether universities own such patents (the Bayh-Dole approach) or inventors own them (the “Professor’s Privilege” in Sweden -see Hvide and Jones, 2018 or in Germany - see Cunningham et al., 2019). Also, policymakers, intergovernmental actors, academics, and practitioners view academic entrepreneurs as key agents in addressing “grand societal challenges,” such as climate change and sustainability, improving physical and human infrastructure, reducing poverty and inequality, and health care (e.g., George et al., 2016; De Silva et al., 2021).
Published Past Special Issues
- Strategic Entrepreneurship in Craft‐Based Ventures
- Leading the Digital Transformation of Incumbent Firms
- Reframing Social Entrepreneurship Research: Embracing a Strategic Perspective
- Catalyzing Change and Innovation in Women’s Entrepreneurship
- Advancing Strategic Entrepreneurship Research through Meta-analysis
- Policy for Innovative Entrepreneurship
- Emerging Market Entrepreneurship
- Organizational Design of Entrepreneurial Ventures
- Historical Approaches to Entrepreneurship Research: Investigating Context, Time, and Change in Entrepreneurial Processes
- Entrepreneurship and Open Innovation
- Enduring Entrepreneurship
- Theories of Entrepreneurship
- Business Models
- Entrepreneurship and Strategy in Informal Economy
- Entrepreneurship in the Public Interest
- Technology Entrepreneurship
- Strategic Entrepreneurship in Family Business
SEJ Online Journal Access
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