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).
In this Online Symposium, we have the privilege to welcome four Distinguished Panelists who share their views about the pressing opportunities for scholarly inquiry into this topic – whether, how, when, and to what ends do established organizations embrace digital transformation, and how are these processes shaped by strategic leaders? We invite colleagues from a broad array of research streams and across the Strategic Management Society and research community to participate.
For more details and to register for the symposium, please click on the document below.
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.