Enduring Entrepreneurship in the Context of Public-Private Partnerships

As institutional innovations designed to effect societal change, this work considers public-private partnerships (PPPs) as exemplars of enduring entrepreneurship. By surviving beyond the initial objectives of the partnership, many PPPs exhibit continual renewal and repeated acts of entrepreneurship as they explore novel solutions to intractable social problems. With recognition of goal interdependence between partner firms and a structure of open governance, PPPs create unique opportunities for innovative ideas and knowledge exploration and exploitation. This manuscript explores the formative conditions of PPPs and suggests two important outcomes - enhanced absorptive capacity and knowledge spillovers – that contribute to enduring entrepreneurship and long-lasting partnerships

Catalyzing Social Innovation: Leveraging Compassion and Open Strategy in Social Entrepreneurship

We implement an inductive, case study approach to explore the motivations and methods of five successful social entrepreneurs. Our findings show that founders noticed, felt, and responded to someone else’s pain, demonstrating compassion as the genesis of the business venture. Successful social innovation, however, was the result of the creation of an organization structured to include diverse stakeholder input and participation in the decision-making process. Thus, compassion motivates entrepreneurs to pursue broad gains as opposed to singular interests and enhances a willingness to incorporate others’ ideas through an open-strategy process. Our study suggests that interaction with stakeholders can impact the structure of the firm, the business model it employs, and intended and unintended business consequences

Editorial: Publishing in Entrepreneurship Education and Pedagogy

In this editorial, the editors of Entrepreneurship Education and Pedagogy (EE&P) reflect back on the journal’s first 4 years of production and the impact the journal has had. They also reflect back on the submission trends of unsuccessful submissions, offering insights into why articles are commonly rejected. Last, they discuss research translation, its importance, and strategies for scholars to help disseminate their work to a wider audience. </p

Sport business models: a stakeholder optimization approach

© 2020, Emerald Publishing Limited. Purpose: Owners of the US-based sport teams are seeing consistent gains on their financial investments, no matter the success of their teams on the playing field or their impact on the surrounding community. Sports teams are a part of an ecosystem comprised of primary and secondary stakeholders. The authors explore this phenomenon using a stakeholder perspective to understand how different business models and ownership structures optimize stakeholder value. Design/methodology/approach: The authors employ an evaluative conceptual approach to examine the dominant model in the US, European ownership structures and public-private partnerships (PPPs). T finalize these comparisons by exploring a fourth business model and ownership structure – a relatively unique option in the US deployed by the Green Bay Packers – which we refer to as the maximized value partnership (MVP). These comparisons are followed by practical advice for owners in regard to these governance mechanisms. Findings: The MVP ownership model has the potential to level the playing field between public and private actors. This potential is realized by fusing some of the best practices from European football clubs, in particular aspects of the stock market and supporter trust models. Originality/value: By evaluating the most common ownership structures for sports teams, t provide an alternative model as well as practical advice for owners

Collaborating Smartly: The Role of Open Strategy in Absorptive Capacity

Research on open strategy suggests that shared knowledge through collaboration can generate co-created value. We explore this idea by assessing it as a predictor of absorptive capacity (ACAP) in cross-sector partnerships in pursuit of social innovation. The findings of our study indicate that aspects of strategic openness, including a shared sense of interdependence toward a mutual goal, are the primary mechanisms that enhance knowledge accretion in cross-sector partnerships. The data also suggest that formalized organizational mechanisms are more influential for producing ACAP than informal mechanisms

Partner Selection in Social Entrepreneurship Collectives: How Team Selection Control Can Enhance Satisfaction in Cross-Sector Social Partnerships

Cross-sector social partnerships (CSSPs) represent a unique form of collective social entrepreneurship. This research explores team selection control–the ability of an entrepreneurial social collective to provide input into the selection of team members–as an important antecedent of team and job satisfaction. Additionally, this study considers the role of justice in moderating these relationships. The role of team selection control was tested in a sample of cross-sector social partnerships spanning all three economic sectors and divergent social objectives. Primary study results indicate that team selection control is important to individuals participating in CSSPs and that perceived levels of justice can moderate the relationships between team selection control and job and team satisfaction. The implications for scholars and practitioners are discussed

Publishing in Entrepreneurship Education and Pedagogy

In this editorial, the editors of Entrepreneurship Education and Pedagogy (EE&P) reflect back on the journal’s first 4 years of production and the impact the journal has had. They also reflect back on the submission trends of unsuccessful submissions, offering insights into why articles are commonly rejected. Last, they discuss research translation, its importance, and strategies for scholars to help disseminate their work to a wider audience