Digital Social Entrepreneurs as Bridges in Public–Private Partnerships

Battisti, Sandro

doi:10.1080/19420676.2018.1541006

Cited by 35 publications

(28 citation statements)

References 66 publications

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“…Battisti ( 2019 ) suggests an alternative framework that considers socially relevant groups in the entrepreneurial innovation and digital process. Following Battisti’s ( 2019 ) reasoning, we argue that the COVID-19 pandemic has raised important questions that should be answered at the intersection of digital technologies, societal needs, and entrepreneurial behaviors emerging a new phenomenon: digital social entrepreneurship (DSE). Third, collaboration among diverse social and economic agents ( N-Helix) facilitates the emergence of global knowledge-intensive initiatives (Del Giudice et al, 2017 ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…In this context, the entrepreneur acts as a catalyst between the opportunities that emerge from an exogenous event and the knowledge spillover that allows the introduction of innovations and new markets (Caiazza et al, 2020 ). We assume that DSE had emerged to address the N-Helix stakeholders’ needs on a local, national, and global scale (Battisti, 2019 ). Therefore, DSE could be the driver of sustainable innovation of N-Helix collaboration (Hinings et al, 2018 ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…We also suggest a negative relationship between insufficient government capacity to satisfy stakeholder needs through digital media and N-Helix collaborations (H2). The government’s response capacity reduction increases the partnership between N-Helix actors (Battisti, 2019 ). Therefore, we expect greater collaboration among N-Helix agents stimulates DSE (H3a).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…In comparison, digital entrepreneurship (DE) represents the emergence of new entrepreneurial initiatives that incorporated digital technologies like artifacts and platforms(Nambisan, 2017 ). Following these assumptions, digital social entrepreneurship (DSE) represents entrepreneurial initiatives with social purposes developed by incorporating digital technologies into their business model as a result of the interaction of N-Helix agents (Battisti, 2019 ; Ghatak et al, 2020 ; Short et al, 2009 ). This non-documented phenomenon represents the missing link between innovation, technology, and entrepreneurship literature.…”

Section: Introductionmentioning

confidence: 99%

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Digital social entrepreneurship: the N-Helix response to stakeholders’ COVID-19 needs

et al. 2021

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This study explores the emergence of a new entrepreneurship phenomenon (digital social entrepreneurship) as a result of the collaboration among many agents (N-Helix), given the government’s limited capacity to respond to the stakeholders’ needs satisfaction related to an exogenous event (e.g., the COVID-19 pandemic). Our theory development is based on three ongoing academic debates related to (a) the unrepresentativeness of the stakeholder theory in entrepreneurship research; (b) the emergence of digital social entrepreneurship (DSE) as a bridge between stakeholders’ needs, socio-economic actors, and digital-social initiatives; and (c) the role of N-Helix collaborations to facilitate the emergence of global knowledge-intensive initiatives and the rapid adoptions of open innovations. Our results support our assumptions about the positive mediation effect of DSE in the relationship between N-Helix collaborations and stakeholders’ satisfaction. Notably, results show how pandemic has intensified these relationships and how DSE in N-Helix collaborations can generate social impacts globally. Some implications for policy-makers have emerged from our results that should be considered during/post-COVID-19 pandemic.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Digital social entrepreneurship: the N-Helix response to stakeholders’ COVID-19 needs

et al. 2021

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“…Workers of small firms are in close contact with an entrepreneurial role model and are likely to acquire entrepreneurial skills more easily than workers of large firms. Such role model effects may trigger a positive perception of entrepreneurship and stimulate a personal decision to start a firm (Battisti, 2019;Fritsch & Wyrwich, 2018).…”

Section: Introductionmentioning

confidence: 99%

Combining Categories of Management Control Tools for High Performance of Start-ups

Carraro

Meneses

Brito

2019

RBGN

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Purpose-This study aims is to examine possible combinations of management control tools that are likely to lead to high performance in start-ups. Design/methodology/approach-Personal interviews were conducted with entrepreneurs from 45 start-ups established in Technology Parks of University Centers in Portugal. Based on practices from different categories of organizational analysis, it was used the fuzzy Qualitative Comparative Analysis (fsQCA) methodology. Findings-To achieve high performance, management controls are required for Clients, Strategy, Information Systems, Performance, Risks and Budget. The Client and Budget categories presented the greatest consistency in meeting the proposed condition. In addition, the results generated two combinations of conditions for the high performance of net income. Originality/value-The combination of different management control practices contributes to the success of the business, especially when it relates to the organization's strategic practices. The use of management control tools becomes a priority for companies that wish to cope with the challenges raised by corporate uncertainties, especially in start-up companies, ensuring the sustainable growth of these businesses.

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Exploration and exploitation of multiple values: The dynamic evolution process of sustainable entrepreneurship in Chinese digital platform corporates

Li,

Long

2023

Sustainable Development

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As a booster of entrepreneurship and innovation, digital technologies are gradually unlocking their transformative potential to mitigate and address major environmental and social problems, together with the platform connecting stakeholders, they offer new opportunities for value co‐creation. While the digital sustainable entrepreneurship framework, encompassing opportunity recognition and exploiting process, is still in the preliminary exploration. The article focalize the digital platform application cases of four sustainable start‐ups and attempts to deconstruct the process of digital sustainable entrepreneurship grounded in the dynamic capability theory. The results indicate that the company integrates the identification of sustainability issues and prediction of heterogeneous needs into multiple opportunity perception, thus establishing stakeholder identification and psychological empowerment to reserve implicit resources, so as to realize the creation of mixed value based on digital platform construction and interaction. The process of “perception–accumulation–co‐creation” presents an alternating cycle of evolution. The results provide support for sustainable entrepreneurship by highlighting the role of dynamic capability as action potentials connected with digital platforms, which in turn foster the study of digital innovation management.

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Digital Social Entrepreneurs as Bridges in Public–Private Partnerships

Cited by 35 publications

References 66 publications

Digital social entrepreneurship: the N-Helix response to stakeholders’ COVID-19 needs

Digital social entrepreneurship: the N-Helix response to stakeholders’ COVID-19 needs

Combining Categories of Management Control Tools for High Performance of Start-ups

Exploration and exploitation of multiple values: The dynamic evolution process of sustainable entrepreneurship in Chinese digital platform corporates

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