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Knowledge creation in the context of Social entrepreneurship


 

*Journal of Knowledge Management Special Section*


Over the past 20 years, social entrepreneurship has been considered as an emergent field of research and has intended to erase some misconceptions about business dominance in terms of enterprise creation. Several researchers have attempted to understand and define social entrepreneurship (Hoogendoorn, 2016; Mair and Marti, 2006; Rawhouser et al., 2017).

Indeed, several definitions has been suggested. For instance, Alford et al. (2004) as well as Rey-Martí et Al., (2016) defined social entrepreneurship as “a process that creates innovative solutions to immediate social problems and mobilizes the ideas, capacities, resources, and social agreements required for this sustainable social transformation”. Social entrepreneurship has also been defined as an innovative process of resource combination in order to address social needs and to catalyze social change (Desa and Basu, 2013).

Alford et al., (2004), Rey-Martí et al. (2016) focused on two key concepts in the social entrepreneurship context namely: resource and knowledge. In fact, these notions have not been well developed in previous studies. Bacq and Eddleston (2017) have addressed the Resource Based View in the social entrepreneurship context. The two concepts of knowledge and capabilities (Paarup Nielsen, 2006; Spanos and Prastacos, 2004; Zheng et al., 2011) have been widely emphasized in the RBV approach (Uit Beijerse, 1999).

Zahra and Wright (2016) claimed that crucial knowledge is fundamental to social enterprise creation process. They also argued that crucial knowledge is even important for social enterprise performance. Thus, social entrepreneurs’ ability to create, develop and transform knowledge on key resources is considered as a strategic challenge.

Zahra et al. (2014) emphasized that: “social ventures also differ from both for-profits and not-for-profits by their deliberate investments in social impact and social system change capabilities. Social impact capabilities are the bundle of knowledge, skills, and routines necessary for achieving measurable social impact on a target client”. This point has led scholars to wonder about the impact of knowledge on stakeholders and on social innovation (McMullen and Bergman, 2017).

Based on recent research on social entrepreneurship (Dacin et al., 2011; Felìcio et al., 2013), Muñoz and Kibler (2016: 1314) “stresses the need to advance the knowledge on the institutional complexity that influences how social entrepreneurs think and behave”.

Therefore, in this Special Section on “Knowledge creation in the context of Social entrepreneurship” in JKM, we aim at bringing new insights investigating the relationship between social entrepreneurship and knowledge research. Topics of interests include, but are not limited to:

-    Entrepreneurship “social” education and knowledge creation and sharing
-    Social opportunity identification and knowledge creation
-    Knowledge, social entrepreneurship and entrepreneurial ecosystem
-    Social business model and knowledge creation
-    Social entrepreneurial team and knowledge sharing
-    Innovation and social entrepreneurship
-    Social stakeholders and knowledge creation
-    Resource-based view and social entrepreneurship
-    Dynamic capabilities and social entrepreneurship
-    Capitalization of knowledge and social entrepreneurship

Important Dates:

Abstract submission deadline: March, 20th, 2018 (directly to guest editors)
Selected Paper Submission Deadline: June 15, 2018 (on ScholarOne)
Publication: expected from November/December 2018

A selection of papers presented at the “Semaine de la FNEGE” May 25th, 2018 to the special session on social entrepreneurship (https://www.management2018.fr/semaine-management-2018), accordingly revised and updated, will be considered for publication into this Special Section. They will undergo, anyway, to the traditional blind review process of the JKM.

Guidelines on Paper Submission:

The papers submitted for this Special Section (SS) of the Journal of Knowledge Management (JKM) will initially be desk reviewed by a Guest Editor and when found suitable, it will be assigned for rigorous review by a qualified team of academicians. Successful papers in this Special Section should demonstrate strong academic discourse combined with robust methodological approach will be considered during the peer review processes. Needless to say, all works submitted to this SS in JKM need to be original.


- Please visit the Journal of Knowledge Management at: to know more about the journal
- Submissions to the Journal of Knowledge Management are made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available through http://mc.manuscriptcentral.com/jkm
- For detailed author guidelines, please visit


Submitted abstracts should be no longer than 900 words and should include the following sections (when applicable):
-    Research question and research objectives
-    Theoretical part
-    Methodology and research design
-    Results and analysis
-    Implications

Guest Editors:
Please feel free to discuss your manuscript ideas with any of the following guest editors:

1. Dr. Adnane MAALAOUI

Associate Professor, IPAG
IPAG Business School, Paris, France
Email: [email protected]

2. Dr. Sylvaine CASTELLANO

Dean of Research and Associate Professor, PSB Paris School of Business
PSB, Paris School of Business, Paris, France
Email: [email protected]


References:

Alford, S. H., Brown, L. D., and Letts, C. W., 2004. Social entrepreneurship: leadership that facilitates societal transformation. Center for Public Leadership.
Bacq, S. and Eddleston, K.A., 2017. A resource-based view of social entrepreneurship: how stewardship culture benefits scale of social impact. Journal of Business Ethics, pp.1-23.
Dacin, M. T., Dacin, P. A., and Tracey, P., 2011. Social entrepreneurship: A critique and future directions. Organization science, 22(5), 1203-1213.
Desa, G. and Basu, S., 2013. Optimization or bricolage? Overcoming resource constraints in global social entrepreneurship. Strategic Entrepreneurship Journal, 7(1), pp.26-49.
Hoogendoorn, B., 2016. The prevalence and determinants of social entrepreneurship at the macro level. Journal of Small Business Management, 54(S1), pp.278-296.
Mair, J., and Marti, I., 2006. Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business, 41(1), 36-44.
McMullen, J.S. and Bergman, B.J., 2017. Social entrepreneurship and the development paradox of prosocial motivation: A cautionary tale. Strategic Entrepreneurship Journal, 11(3), pp.243-270.
Muñoz, P. and Kibler, E., 2016. Institutional complexity and social entrepreneurship: A fuzzy-set approach. Journal of Business Research, 69(4), pp.1314-1318.
Paarup Nielsen, A. 2006. Understanding dynamic capabilities through knowledge management. Journal of Knowledge Management, 10(4), pp.59-71.
Rawhouser, H., Cummings, M. and Newbert, S.L., 2017. Social impact measurement: Current approaches and future directions for social entrepreneurship research. Entrepreneurship Theory and Practice, (in press).
Rey-Martí, A., Ribeiro-Soriano, D. and Palacios-Marqués, D., 2016. A bibliometric analysis of social entrepreneurship. Journal of Business Research, 69(5), pp.1651-1655.
Spanos, Y.E., and Prastacos, G., 2004. Understanding organizational capabilities: towards a conceptual framework. Journal of Knowledge Management, 8(3), pp.31-43.
Uit Beijerse, R.P., 1999. Questions in knowledge management: defining and conceptualising a phenomenon.  Journal of Knowledge Management, 3(2), pp.94-110.
Zahra, S.A., Newey, L.R. and Li, Y., 2014. On the frontiers: The implications of social entrepreneurship for international entrepreneurship. Entrepreneurship Theory and Practice, 38(1), pp.137-158.
Zahra, S.A. and Wright, M., 2016. Understanding the social role of entrepreneurship. Journal of Management Studies, 53(4), pp.610-629.
Zheng, S., Zhang, W. and Du, J., 2011. Knowledge‐based dynamic capabilities and innovation in networked environments. Journal of Knowledge Management, 15(6), pp.1035-1051.