Extending international entrepreneurship’s concepts, constructs and decision frameworks to reach beyond the ordinary

Abstract

Similar to the Spring issue of the Journal, the release of this issue coincides with the ongoing coronavirus 19 pandemic, which exposed humanity to new realities that require rethinking of the traditional and past routine practices. Nearly everyone has encountered unprecedented uncertainties of various kinds (e.g. Akerlof 1970; Knight 1921). The pandemic exposed the world to challenges never experienced before. Different countries and firms were exposed to different levels of crises and smaller firms, especially internationalized SMEs (iSMEs), were no exceptions. As in the Spring issue (See Etemad 2020a, accessible at

The long-run equilibrium in the context of COVID-19 pandemic

“…Schumpeter's “capitalist engine” was also examined in the studies by Freeman (1982), Malerba and Orsenigo (1995, 1997), Malerba (2005). In the last years, the theory of the economic development is expanded in different directions such as the analysis of innovative processes (see, for example, Malawski, 2013), the analysis of entrepreneurship (Cantner, 2016; Eternad, 2020), the examination of structural changes in the economy (Saviotti et al. , 2020; Gräbner et al.…”

Revisiting aspects of entrepreneurship, entrepreneurial orientation, entrepreneurial intentions, international entrepreneurship, and their corresponding consequences

“…Consider, for example, that their direct and perceived effects on the formation and evolution of entrepreneurial orientations (Covin and Lumpkin 2011) and corresponding entrepreneurial intentions (Schlaegel and Koenig 2014) due to exposure to successful family businesses and entrepreneurs at one extreme or exposure to entrepreneurial-oriented start-up struggling for survival at the other. Unexpected and unprecedented conditions may have pushed innovative entrepreneurs to unexpected successes (Etemad 2020), while forcing others to bankruptcy and eventual demise due to unusually rapid change (e.g., Early days of COVID-19) amongst other adverse forces. Such demises neither do fit well into the main characteristics of entrepreneurial orientation framework (e.g., Miller's (1983a and1983b) innovativeness, proactiveness and risk tolerance framework) nor accord with the attributes of entrepreneurial intentions (e.g., based on Ajzen'(1988 and1991), Krueger and Carsrud 1993, among others) Some of these acumulated changes were not observable, nor predictable, beforehand to allow entrepreneurs to examine them from their risk tolerance perspective (Knight 1929and 1957, Grable 2000, Cramer et al 2002, Stewart and Roth 2001, and may not quickly return to a steady-state status, which questions the time duration of pro-activeness and tolerance for bearing the higher magnitude of uncertainties ahead.…”