Dear Colleagues,Please seed the details for the call for papers for a new Special Issue in Strategic Entrepreneurship Journal!
REFRAMING SOCIAL ENTREPRENEURSHIP RESEARCH: EMBRACING A STRATEGIC PERSPECTIVE
Submission Deadline: February 5, 2021
Robert Nason (McGill University)Jeremy Short (University of North Texas)Trenton Williams (Indiana University)Marcus Wolfe, (University of Oklahoma)SEJ Co-Editor
Melissa Graebner (University of Illinois at Urbana-Champaign)
Background and Special Issue Purpose
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 and has provided 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 academic literature on social entrepreneurship is expanding rapidly along with the phenomenon itself. More than a decade ago, scholars noted a lack of rigorous and theory-based scholarship in social entrepreneurship (Short et al., 2009). The subsequent rise in the prevalence and prominence of social entrepreneurship research has certainly brought increased scholarly rigor, but has also created new concerns in this burgeoning area of inquiry. In fact, there is little consensus regarding what actually constitutes social entrepreneurship-there is currently no shared definition of the concept. A strikingly broad array of phenomena intersects with social entrepreneurship, including strategic calibrations of "socialness" for any contemporary start-ups or established organizations (Shepherd et al., 2019), hybrid social enterprises as a new organizational form, and subsistence entrepreneurs operating at the margins of society. As the phenomenological and theoretical territory under the social entrepreneurship umbrella expands, there is serious risk of fragmenting knowledge accumulation on the topic and diluting its theoretical integrity.
The purpose of this special issue is to study social entrepreneurship at a critical junction 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 implications. Specifically, we intend to attract submissions that: (1) clarify and inform ongoing conversations regarding the nature and scope of social entrepreneurship; and (2) explicitly assess the strategy of social entrepreneurship in terms of intended and unintended social/economic outcomes.
To help orient scholars seeking to respond to this call for research, we offer a number of topics and associated questions. These include, but are not limited to the following:
Submissions to this special issue should be prepared in accordance with SEJ's submission process described at http://sej.strategicmanagement.net and are to be made via the SEJ website at https://mc.manuscriptcentral.com/sej from January 1, 2021 to February 5, 2021. Please make sure to indicate that your submission is for the special issue on Reframing Social Entrepreneurship Research: Embracing a Strategic Perspective.
For questions regarding the content of this special issue, please contact the guest editors:Robert Nason, McGill University – email@example.com
Jeremy Short, University of North Texas – Jeremy.firstname.lastname@example.org
Trenton Williams, Indiana University – email@example.comMarcus Wolfe, University of Oklahoma – firstname.lastname@example.org
For questions about submitting to the special issue, please contact Stephen Mullaly, SEJ Managing Editor, at email@example.comReferences
Armstrong, K., Ahsan, M., & Sundaramurthy, C. (2018). Microfinance ecosystem: How connectors, interactors, and institutionalizers co-create value. Business Horizons, 61, 147-155.
Grimes, M. G., Williams, T. A., & Zhao, E. Y. (2019). Anchors aweigh: The sources, variety, and challenges of mission drift. Academy of Management Review, 44(4), 819-845.
Nason, R. S., Bacq, S., & Gras, D. (2018). A behavioral theory of social performance: Social identity and stakeholder expectations. Academy of Management Review, 43(2):259-283.
Shepherd, D. A., Williams, T. A., & Zhao, E. Y. (2019). A framework for exploring the degree of hybridity in entrepreneurship. Academy of Management Perspectives, 33(4), 491-512.
Short, J. C., Moss, T. W., & Lumpkin, G. T. (2009). Research in social entrepreneurship: Past contributions and future opportunities. Strategic Entrepreneurship Journal, 3(2):161-194.
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