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Administrative Sciences
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International Entrepreneurship in a Disruptive Era: New Frontiers in Strategic...
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International Entrepreneurship in a Disruptive Era: New Frontiers in Strategic Management

A special issue of Administrative Sciences (ISSN 2076-3387). This special issue belongs to the section "International Entrepreneurship".

Deadline for manuscript submissions: closed (30 September 2021) | Viewed by 23420

Special Issue Editors

Dr. Nicola Cucari

E-Mail Website
Guest Editor
Department of Management, Sapienza University of Rome, Rome, Italy
Interests: strategic management; entrepreneurship; innovation management; corporate governance
Prof. Dr. Marco Savastano

E-Mail Website
Guest Editor
Department of Management, Sapienza University of Rome, 00185 Rome, Italy
Interests: innovation management; digital transformation; environmental management; strategic management; entrepreneurship
Special Issues, Collections and Topics in MDPI journals
Dr. Anagnoste Sorin

E-Mail Website
Guest Editor
UNESCO Department for Business Administration, Bucharest University of Economic Studies, Romania
Interests: strategic management; entrepreneurship; innovation management; digital transformation; intelligent automation
Dr. Montera Raffaella

E-Mail Website
Guest Editor
Department of Management and Innovation Systems (DISA-MIS), University of Salerno, Fisciano, Italy
Interests: strategic management; entrepreneurship; digital transformation; internationalization; sustainability

Special Issue Information

Dear Colleagues,

Worldwide spread of epidemics and occurrence of natural disasters, together with international market volatility, global geo-political instability, and the current wave of digital revolution create disruptions leading to far-reaching, deep and lasting effects in global ecosystems (Danielsson et al., 2018; Jorda et al., 2020; Schmitt and Baldegger, 2020). Companies all over the world are facing contemporary challenges such as intense global competition, rising market volatility, constant change in consumer demand, and shortened product life cycles. Under these conditions, disruptive innovation-based processes and entrepreneurship are increasingly becoming a strategic means for achieving sustainable company growth (Si et al., 2020). The advent of disruptive trends or events shape new landscapes in which to live and to do business, also triggering new impetuses to entrepreneurship beyond national borders. These trends can create new markets or disrupt existing ones together with incumbent firms and workers. At the same time, disruptive technologies and business models face the challenge of gaining and sustaining success in the marketplace (Baron, 2018). International entrepreneurs embedded in global disruption, in fact, can leverage on their deftness and resourcefulness to reframe the emerging issues and concerns into new strategic directions and innovative actions useful to face the changed global competitive scenario (Zahra, 2020). From this point of view, global disruption represents a natural setting to debate on the global business environment and experiment its effects on international ventures.

However, within international business literature showing reluctance to address how the grand challenges reshape international entrepreneurship (Buckley et al., 2017), few studies have investigated the changes in international firms’ goals, decisional approaches and strategic behaviours in context of global disruption. For instance, the effects of the 2008 financial crisis have been investigated in connection to country attractiveness (Aliouche, 2015), the global banking industry (Rao‐Nicholson and Salaber, 2016) and emerging economies, also examining the post-crisis development of such economies (Marinov and Marinova, 2012; Leavy, 2016). Moreover, little work exists concerning how disruptive business model innovation adoption is influenced by corporate entrepreneurship or to what extent such adoption can impact business performance. Such understanding is important in developing a business survival strategy and in making and executing management decisions to effectively respond to disruption (Karimi and Walter, 2016). Thus, since disruption have become a ‘new normal’, the present special issue highlights the need for significant scholarly studies on different strategic approaches towards doing business across borders in years to come.

This Special Issue aims to advance the current body of knowledge on relationship between entrepreneurial activity and disruption in an international scenario, focusing on how disruption affects entrepreneurs, their organizations, communities, and the industries and economies in which they operate across the globe. In our intention, this Special Issue serves as a valuable resource for all those interested in international entrepreneurship and strategic management, becoming a starting point of intriguing reflection for both the academic and practitioner communities..

Conceptual and empirical contributions, both qualitative and quantitative, are invited to provide perspectives on hot issues in the domains of international entrepreneurship and disruption, including (but not restricted to) the following topics:

  • Integration of disruption in international business and strategic theory and practice
  • Drivers and barriers to international business in disruptive scenarios
  • International entrepreneurship features to face new strategic challenges linked to disruption
  • Effects of disruption on firm strategies and business activities in developed and/or emerging economies
  • Impact of disruption on internationalization and de-internationalization processes of multinational enterprises (MNEs) and/or Small and Medium-Size Enterprises (SMEs)
  • Effects of disruption on the internationalization process of local entrepreneurship and regional development
  • Business model reconfiguration and innovation for international firms involved in a disruptive trends/events
  • Impact of disruptive technologies (e.g. two-sided platforms, etc.) on established industries and incumbent firms
  • Influence of disruption on the sustainable dimensions of international businesses
  • Re-shaping of the global supply chain
  • Digital-enabled international entrepreneurship
  • Relational dynamics among businesses, governments, and societies in a global environment

References

Aliouche, E.H. (2015). “The impact of the global financial crisis on country attractiveness”. Thunderbird International Business Review, 57(1), 63-83.

Baron, D. P. (2018). “Disruptive entrepreneurship and dual purpose strategies: The case of Uber”. Strategy Science, 3(2), 439-462.

Buckley, P.J., Doh, J.P., and Benischke, M.H. (2017). “Towards a renaissance in international business research? Big questions, grand challenges, and the future of IB scholarship”. Journal of International Business Studies, 48(9), 1045-1064.

Danielsson, J., Valenzuela, M., and Zer, I. (2018). “Learning from history: Volatility and financial crises”. The Review of Financial Studies, 31(7), 2774–2805.

Jorda, O., Singh, S.R., and Taylor, A.M. (2020). “National bureau of economic research; Longer-run economic consequences of pandemics”. (Report no. w26934).

Karimi, J., & Walter, Z. (2016). “Corporate entrepreneurship, disruptive business model innovation adoption, and its performance: The case of the newspaper industry”. Long Range Planning, 49(3), 342-360.

Leavy, B. (2016). “The next wave of global disruption and the role of China’s entrepreneurs. Strategy & Leadership, 43(3), 1-11.

Marinov, M., and Marinova, S. (Eds.) (2012). Emerging economies and firms in the global crisis. London: Palgrave Macmillan.

Rao‐Nicholson, R., and Salaber, J. (2016). “Impact of the financial crisis on cross‐border mergers and acquisitions and concentration in the global banking industry”. Thunderbird International Business Review, 58(2), 161-173.

Schmitt, C., and Baldegger, R. (2020). “Digitalization and Internationalization”. Management Review, 10(4), 3-4.

Si, S., Zahra, S. A., Wu, X., & Jeng, D. J. F. (2020). “Disruptive innovation and entrepreneurship in emerging economics”. Journal of Engineering and Technology Management, 58, 101601.

Zahra, S.A. (2020). “International entrepreneurship in the post Covid world”. Journal of World Business (in press).

Dr. Nicola Cucari
Dr. Savastano Marco
Dr. Anagnoste Sorin
Dr. Montera Raffaella
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • International entrepreneurship
  • Strategic management
  • Global disruption

Published Papers (5 papers)

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Research

14 pages, 306 KiB  
Article
When Digitalization Meets Omnichannel in International Markets: A Case Study from the Agri-Food Industry
by Maria Vincenza Ciasullo, Raffaella Montera, Francesco Mercuri and Shame Mugova
Adm. Sci. 2022, 12(2), 68; https://doi.org/10.3390/admsci12020068 - 8 Jun 2022
Cited by 10 | Viewed by 4559
Abstract
Digitalization is prompting small and medium-sized enterprises to structural and strategic transformations, also providing new opportunities to expand and succeed in foreign markets. However, relatively few studies have investigated emergent digital technologies in international business management. Contextually, there is still a dearth of [...] Read more.
Digitalization is prompting small and medium-sized enterprises to structural and strategic transformations, also providing new opportunities to expand and succeed in foreign markets. However, relatively few studies have investigated emergent digital technologies in international business management. Contextually, there is still a dearth of research on the multi-faceted impacts of digitalization on omnichannel strategy characterizing most of the global business environment today. This paper, therefore, aims to examine the impact of digitalization on omnichannel choices adopted by internationalized SMEs. A qualitative approach, based on a single case study methodology, is adopted. An Italian agri-food SME is chosen as this industry is considered a key and distinctive pillar of Made in Italy in the international markets. Findings reveal the potential of digital technologies’ applications in an omnichannel environment, blurring the boundaries between channels, through a synergetic integration of them. This evidence contributes to the existing literature on technology management and omnichannel strategies in the international context by rereading these phenomena through a smart ecosystem lens. In addition, this study provides practical insights on how multiple channels adopted by Made in Italy SMEs can be integrated, managed, and operated synergistically on international markets to sustain a digitalized value creation. Full article
(This article belongs to the Special Issue International Entrepreneurship in a Disruptive Era: New Frontiers in Strategic Management)
14 pages, 1667 KiB  
Article
An Integrated Methodology Model for Smart Mobility System Applied to Sustainable Tourism
by Carlo Amendola, Simone La Bella, Gian Piero Joime, Fabio Massimo Frattale Mascioli and Pietro Vito
Adm. Sci. 2022, 12(1), 40; https://doi.org/10.3390/admsci12010040 - 8 Mar 2022
Cited by 2 | Viewed by 2986
Abstract
This work aims to analyze the impact of technological eco-innovation on the modernization and development of a local area. The role of eco-innovation would be to stimulate an innovative environment and spur a development of the territory and economic districts, and the diffusion [...] Read more.
This work aims to analyze the impact of technological eco-innovation on the modernization and development of a local area. The role of eco-innovation would be to stimulate an innovative environment and spur a development of the territory and economic districts, and the diffusion of said particularities among wider geographic contexts, hence allowing a globalization model more observant of local specificities, and thus an open system able to develop economic and cultural exchange respecting local particularities. In recent years, smart city has asserted itself as a general model for the city of tomorrow, and sustainability has become a focal point in urban development policies. In this paper, we investigate how an integrated and intermodal methodology for the development of smart mobility systems—the European project “Life for Silver Coast”—is impacting the modernization and development of an Italian coastal area in Tuscany. The main focus of our paper is to understand how an integrated mobility network allows a transition toward a sustainable form of social relationship and a new economic pattern and could represent the starting point for a spatial, relational and institutional reorganization process that would lead to a change in the production and management dynamics of the local ecosystem concerning cultural, social and economic issues. Full article
(This article belongs to the Special Issue International Entrepreneurship in a Disruptive Era: New Frontiers in Strategic Management)
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11 pages, 719 KiB  
Article
Digital Entrepreneurship: Public Perception of Barriers, Drivers, and Future
by Isabelle Biclesanu, Sorin Anagnoste, Ovidiu Branga and Marco Savastano
Adm. Sci. 2021, 11(4), 125; https://doi.org/10.3390/admsci11040125 - 3 Nov 2021
Cited by 12 | Viewed by 3473
Abstract
The widespread access to the Internet has undoubtedly changed the way businesses handle their processes and interact with their customers. With the surge of new devices, business models, technologies, and platforms, alongside social media growth and innovative advertising, it became easier to transition [...] Read more.
The widespread access to the Internet has undoubtedly changed the way businesses handle their processes and interact with their customers. With the surge of new devices, business models, technologies, and platforms, alongside social media growth and innovative advertising, it became easier to transition from employment to entrepreneurship. The paper aims to assess the public perception of digital entrepreneurship, with a focus on its barriers, drivers, and expectations for the future. The results show that there is a slight agreement with a digital business being easier to establish compared with a traditional one. The driving forces behind starting a digital business are recognized, and the digital environment is considered essential for business growth in the following years. With some exceptions, there are no significant differences between age groups, genders, relationship statuses, levels of education, and/or occupations when rating the barriers, drivers, and expectations for the future of digital entrepreneurship. Full article
(This article belongs to the Special Issue International Entrepreneurship in a Disruptive Era: New Frontiers in Strategic Management)
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14 pages, 537 KiB  
Article
Digital Platform Ecosystems for Sustainable Innovation: Toward a New Meta-Organizational Model?
by Mario Calabrese, Antonio La Sala, Ryan Patrick Fuller and Antonio Laudando
Adm. Sci. 2021, 11(4), 119; https://doi.org/10.3390/admsci11040119 - 20 Oct 2021
Cited by 11 | Viewed by 7951
Abstract
This work aims to develop a conceptual model to support countries, institutions, and firms toward the accomplishment of present Agenda 2030 sustainability goals. The last two decades have seen a growing interest in sustainability. Climate change, resource scarcity, multipolarity of interests, mistrust and [...] Read more.
This work aims to develop a conceptual model to support countries, institutions, and firms toward the accomplishment of present Agenda 2030 sustainability goals. The last two decades have seen a growing interest in sustainability. Climate change, resource scarcity, multipolarity of interests, mistrust and delegitimization of institutions are just some of the critical issues that need to be addressed. There is broad consensus on the urgency of generating further social, environmental, and economic innovation to address these challenges, reshaping global markets, and offering new spaces of action to firms and institutions. Accordingly, there also is a wide search for new models of organizing firms. Digital platforms are among those. Moreover, since digital platforms require coordination among multiple actors and interests in order to succeed, they may also be conceptualized as meta-organizations, less hierarchical than firms yet more tightly coupled than markets. However, despite the wide literature on platforms, this organizational lens seems not to have been taken into the right consideration. This conceptual work aims to fill this gap, providing a framework that clarifies why and how a digital platform ecosystem could configure a sustainable meta-organizational model, and also providing the main steps to build it. Full article
(This article belongs to the Special Issue International Entrepreneurship in a Disruptive Era: New Frontiers in Strategic Management)
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24 pages, 641 KiB  
Article
New Puppets in the Old School: The Applicability of Traditional Internationalisation Theories in the Sharing Economy
by Cristina Pérez-Pérez, Diana Benito-Osorio and Susana María García-Moreno
Adm. Sci. 2021, 11(3), 98; https://doi.org/10.3390/admsci11030098 - 9 Sep 2021
Cited by 1 | Viewed by 2707
Abstract
Sharing Economy platforms have expanded their operations all around the globe at an unexpected rate. Due to its “asset-lite” nature, traditional internationalisation theories may not be able to fully explain or predict their expansion patterns. This lack of theoretical background puts at risk [...] Read more.
Sharing Economy platforms have expanded their operations all around the globe at an unexpected rate. Due to its “asset-lite” nature, traditional internationalisation theories may not be able to fully explain or predict their expansion patterns. This lack of theoretical background puts at risk the phenomenon’s future and stops traditional companies from coming up with a solid plan to compete against platforms. To ease the creation of a Sharing Economy internationalisation paradigm, this paper intends to review the existing research regarding the internationalisation of sharing platforms as well as the applicability of existing theories. Through a systematic literature review, the existing research was reviewed, and afterwards, internationalisation theories and their distinct factors extracted were noted to address the applicability of these within the singularities of the sharing phenomenon. This classification of factors was done according to the exiting literature in the field. After this research, we can confirm the lack of explanatory power of traditional theories regarding sharing platforms and confirm the insufficient research regarding these operations. We propose a list of factors that should be considered for future research as a guideline for the further development of the Sharing Economy internationalisation theory. Additionally, the factors classification is tested upon the case of the internationalisation of Blablacar, the most extensive carpooling network operating, to check if the theoretical and the practical approaches converge. Full article
(This article belongs to the Special Issue International Entrepreneurship in a Disruptive Era: New Frontiers in Strategic Management)
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