Submission Window: October 15, 2020 to November 15, 2020
Innovation is regarded as an important engine of economic development and a driver of social progress. Yet, because most research focuses on innovation takes place as opposed to who participates in it, the innovation literature pays little attention to gender issues (Alsos, Hytti, & Ljunggren, 2016). Furthermore, studies on innovation often center on industries such as high-tech that are male-dominated and embody a masculine perspective (Marlow & McAdam, 2013; McAdam, 2013; Foss & Henry, 2016). Consequently, we have limited understanding of how a feminine perspective may contribute to innovation research.
A well-developed literature examines women’s entrepreneurship (Jennings & Brush, 2013), but this work does not put innovation by women entrepreneurs at the core of its inquiry. For instance, there is a paucity of research examining how innovation inspires women to start businesses, how women entrepreneurs respond to new innovations by competitors, and how they spawn and scale innovations in the marketplace (Brush, Edelman, Manolova, & Welter, 2019; Ladge, Eddleston & Sugiyama, 2019). In sum, gender analyses of innovation, explored through multiple theoretical lenses and using a variety of empirical methods, are missing in the entrepreneurship field. These omissions in the extant literature are surprising given an emerging stream of research that documents the divergent paths men and women take toward the commercialization of technology (Ding & Choi, 2011). For example, existing literature emphasizes the unique perspectives that women on R&D teams, top management teams, and boards of directors contribute to their firms' innovation performance (Diaz-Garcia, Gonzalez-Moreno, & Saez-Martinez, 2013; Kim & Starks, 2016; Ruiz-Jiménez, del Mar Fuentes-Fuentes, & Ruiz-Arroyo, 2016; Torchia, Calabro, & Huse, 2011).
This special issue therefore intends to focus attention on the intersection of innovation, entrepreneurship, and gender. We aim to stimulate scholarly conversations on how women entrepreneurs enact innovation through new products, processes, business models, and organizational practices.
Submission Window: January 1, 2021 to February 5, 2021
Social entrepreneurship is a distinct form of entrepreneurial endeavor that places an explicit focus on creating social value for key stakeholders. The creation of well-known firms (e.g., Tom’s Shoes, Warby Parker, Seventh Generation) as well as organizations supporting marginalized entrepreneurs (e.g., Grameen Bank, Kiva) reflects the growing interest in social entrepreneurship. Once considered incongruous with firms’ economic imperatives, elements of social value have increasingly become core to a wide variety of business models (Nason et al., 2018). The groundswell of interest in social entrepreneurship worldwide has led to innovative funding opportunities for socially oriented ventures, including more than $7.5 billion in loans to low-income entrepreneurs (Armstrong, Ahsan, & Sundaramurthy, 2018). Global crises such as the spread of Covid-19 make social entrepreneurship more relevant than ever, creating a pressing need for innovative business models that address corresponding social and financial emergencies.
The purpose of this special issue is to study social entrepreneurship at a critical juncture in the development of this area of inquiry. To accomplish this purpose, we seek to attract research on social entrepreneurship that extends, develops, and/or tests theory in ways that will help frame ongoing research and serve as a critical input for practical and policy decisions. Specifically, we intend to attract submissions that: (1) clarify and inform ongoing conversations regarding the nature and scope of social entrepreneurship; and (2) shed light on the strategic aspects of social entrepreneurship, including both in its underlying organizational processes and its intended and unintended social/economic outcomes.
Submission Window: May 1, 2021 to July 1, 2021
Across the world, digital technologies are transforming firms, industries, and economies—a trend that is accelerating as firms struggle to reinvent how they interact with customers, employees, and other stakeholders in the wake of an upsurge in local and global grand challenges such as the COVID-19 pandemic, climate change, migration, and political turbulence. Digitalization gives rise to a host of organizational threats and opportunities for incumbent firms of varying sizes and scopes, from new ventures to large, publicly traded firms. On the one hand, digitalization may upend the ways firms create and capture value (Bradley and O’Toole, 2016). In so doing, it could destroy core competencies of incumbents such as commercialization capabilities and access to distribution channels (Tushman and Anderson, 1986), challenge established mind-sets and identities (Anthony and Tripsas, 2016; Kammerlander, König, and Richards, 2018), and demand drastic, politically difficult changes within firms and their surrounding ecosystems (Ansari, Garud, and Kumaraswamy, 2016; König, Schulte, and Enders, 2012). On the other hand, there is mounting evidence that incumbents may benefit substantially from digital transformation. In fact, when decision makers in established firms manage to adapt their mental models to envision new, path-divergent business models, acquire the necessary resources, and align strategy, they may capture a substantial share of the digital economy and ensure adaptability and survival (Loucks et al., 2016).
Submission Window: August 1, 2021 to September 3, 2021
Entrepreneurs do not literally “create something from nothing” (Baker & Nelson, 2005). Apart from human agency (Shane, 2003) and social interaction (Alvarez & Barney, 2007; Wood & McKinley, 2010), they need some raw material to work with. Environmental changes – be they technological, regulatory, demographic, economic, socio-cultural, or natural-environmental – are important sources of such raw material. Whether ‘positive’ or ‘negative’ for the economy overall, all such changes are likely to be beneficial for some types of new economic activity.
Compared to the abundance of concepts and statements pertaining to entrepreneurial agents, the strategic role of environmental change remains under-emphasized and under-theorized in contemporary entrepreneurship and strategy research (Agarwal et al., 2017; Chandra, 2018; Davidsson, 2019). The obvious role of new technology in many recent entrepreneurial successes highlights the need for increased attention to the role of agent-independent, external change for strategy (Porter & Heppelman, 2014) and entrepreneurship (Autio et al., 2018; Nambisan, 2017). Socio-cultural, demographic, regulatory, and economic changes – even natural and man-made disasters – likewise provide new entrepreneurial potential either independent of or in conjunction with new technology.
A good library of theories, concepts, and evidence exists for the entrepreneurial inclinations and capacities of entrepreneurial agents such as individuals and organizations. There are good reasons to argue that an equally rich set of theories, concepts, and evidence should be developed for capturing the entrepreneurial potential in environmental change. Moreover, agent-focused theories may not reach their full potential without better theory and evidence regarding variance in characteristics and potentials among the environmental changes to which agents respond.