International Journal of Information Management
Editor: Yogesh Dwivedi
Call for Papers (Special Section @IJIM)
Theme: Digital Platforms and Transformational Entrepreneurship
Short Title SI: Digital Platforms
The landscape of entrepreneurship has changed strongly in recent years and a new phenomenon is spreading rapidly, namely transformational entrepreneurship. This emergent phenomenon is linked to the need to implement effective and efficient entrepreneurial behaviors that address global challenges (including unemployment, economic underperformance and societal evolution) (Maas & Jones, 2019). In this vein, entrepreneurial activity continues to evolve due to technological enhancement. In particular, recent developments in technology (Duan et al., 2019; Dwivedi et al., 2019) have led to new forms of entrepreneurship (Nambisan, 2017).
Among the new technologies that have entered the global arena, digital platforms are significant new players (Hu et al., 2016; McIntyre & Srinivasan, 2017; Sutherland et al., 2018). Digital platforms offer a high number of opportunities for entrepreneurs and their ventures (such as inputs for innovation). This rise of multi-sided platforms represent an important venue for value creation, appropriation, and innovation: this is commonly known as platformization (Nambisan et al., 2018; Song, 2019).
Platforms are digital spaces which allow entrepreneurs to connect with other businesses as well as with customers. These platforms represent a new business model that use technology to connect people, organizations, and resources in an interactive ecosystem in which huge amounts of value can be created and exchanged (Parker et al., 2016). Digital platforms favor both knowledge sharing and collaboration among users, ventures, and other players by leveraging network effects (Sahut et al., 2019). In particular, a digital multi-sided platform is the key intermediary for transaction (of goods and services) as well as the exchanges (of information and knowledge) to facilitate entrepreneurial innovation and value creation (Song, 2019).These interactions and exchanges among users in digital platforms create entrepreneurial opportunities for those that can recognize them (Song, 2019). A number of these platforms replace the venture’s role in orchestrating the set of actors (Srinivasan & Venkatraman, 2018).
Entrepreneurs leverage digital platforms to commercialize their business (Kraus et al., 2019) and develop products and innovation (Hsieh & Wu, 2018). A recent and increasing use of platforms is crowdfunding. Through specific digital platforms entrepreneurs collect funds from a crowd of investors (mainly amateurs) to support their ventures (Troise et al., 2020a). In this case, digital platforms host crowdfunding campaigns and these platforms are also a means to share knowledge and information (Troise & Tani, 2020).
Among the main elements to consider in terms of digital platforms are their positioning within the digital ecosystem, their design in terms of technology and architecture, and the relationships to build legitimacy (Srinivasan & Venkatraman, 2018). In the current scenario characterized by an emergency situation like the COVID-19 pandemic, a high number of entrepreneurs and their ventures face significant transformations and increasingly leverage new technologies to manage and maintain their activities (Dwivedi et al., 2020). During the COVID-19 lockdown, in fact, digital platforms are widely used (Troise et al., 2020b) by both consumers and entrepreneurs.
New digital platforms have transformed the nature of uncertainty inherent in entrepreneurial processes and outcomes, in fact, entrepreneurial processes reflect incremental paths facilitated by these platforms (showing that these processes are less bounded than in the traditional economy) (Nambisan, 2016). However research on digital platforms in the context of transformational entrepreneurship are less investigated. Currently, studies on digital platforms and entrepreneurship focus mainly on business models or digital ecosystems (Sussan & Acs, 2017; Sahut et al., 2019), on organizational or governance aspects (at the firm level) and on entrepreneurial strategies (at the individual level) (Srinivasan & Venkatraman, 2018).
This special issue calls for the submission of empirical and conceptual studies that tackle the specificities presented by digital platforms and transformational entrepreneurship. In particular we seek contributions that offer novel insights on the role of digital platforms for transformational entrepreneurship in the digital age as well as in emergency situations. Studies in these fields related to entrepreneurship are relatively new and fragmented in their focus (Olanrewaju et al., 2020).
This call for papers aims to explore and exploit the opportunities related to multi-sided platforms and their effects for transformational entrepreneurship in order to enhance the current knowledge for the players involved (in particular scholars, practitioners, policy makers, entrepreneurs, organizations, Authorities). Therefore, this call for papers aims to enlarge the discussion on this emerging topic, in particular embracing innovative perspectives, and to contribute to the current debate on the connections between digital platforms and transformational entrepreneurship in order to shed new lights.
Papers that embrace different approaches and/or levels of analysis as well as adopt an international perspective are especially welcomed. Papers could focus on – but are not limited to – the following topics:
Digital platforms to foster transformational entrepreneurship
Digital platforms and impacts on transformational entrepreneurship at the individual level
Digital platforms and impacts on transformational entrepreneurship at the firm level
The importance of digital platforms for entrepreneurs in emergency situations
Challenges and opportunities of multi-sided digital platform for transformational entrepreneurship
Motivational drivers of the two sides, in particular for entrepreneurs, for joining digital platforms
Interactions between digital platforms and transformational entrepreneurship
Use of digital platforms in challenging environments and scenarios
New frontiers in transformational entrepreneurship
Advantages and disadvantages of the use of digital platforms for transformational entrepreneurship
Role of digital platforms in changing the entrepreneurial ecosystem
Potential benefits and challengers of digital platforms
Multi-sided digital platforms enhancing the foundations of transformational entrepreneurship
Impact of digital platforms onentrepreneurial processes and business configurations
Such explorations would need to ensure that theoretical and empirical contributions are well developed to contribute to a high quality of the special issue. We welcome both theoretical and empirical studies, using a wide variety of methods, that advances the extant knowledge. We will welcome contributions from several disciplines as well as papers based on either quantitative or qualitative approaches.
Manuscript submission deadline: 31-Jan-2022
Notification of Review: 31-Mar-2022
Revision due: 30-May-2022
Notification of 2nd Review: 30-Jul-2022
2nd Revision [if needed] due: 31-Sep-2022
Notification of Final Acceptance: 30-Oct-2022
Expected Online Publication: Within 8-10 weeks of Acceptance by SI Editors
All submissions have to be prepared according to the Guide for Authors as published in the Journal’s website at: https://www.elsevier.com/journals/international-journal-of-information-management/0268-4012/guide-for-authors
Authors should select “SI: Digital platforms”, from the “Choose Article Type” pull- down menu during the submission process. All contributions must not have been previously published or be under consideration for publication elsewhere.
Link for submission of manuscripts: https://www.editorialmanager.com/jjim/Default.aspx
A submission based on one or more papers that appeared elsewhere must bear major value-added extensions or updates (at least 85% of new material). Authors are requested to attach to the submitted paper their relevant, previously published articles and a summary document explaining the enhancements made in the journal’s version. All submitted papers will undergo a rigorous peer-review process that will consider programmatic relevance, scientific quality, significance, originality, style and clarity.
Prof. Paul Jones
School of Management
Swansea University, UK
Dr. Ciro Troise
Department of Economics
University of Campania “Luigi Vanvitelli”, Italy
Prof. Giovanni Schiuma
Department of Computer Science and Economics
University of Basilicata, Italy