Archives

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  Entrepreneurship in Dynamic Markets

  Vol. 1 No. 1 (2026)

  This issue explores contemporary perspectives on entrepreneurship, organizational capabilities, and market formation in dynamic business environments. The articles examine how organizations cultivate entrepreneurial capabilities, develop managerial agility, engage in collaborative innovation, and transform recognized opportunities into emerging markets.

  The contributions in this issue highlight several interconnected themes in strategic management and entrepreneurship research. The first article revisits the strategic foundations of corporate entrepreneurship and explains how established firms cultivate innovation capabilities within existing organizational structures. The second article examines the micro-foundational role of managerial capabilities in enabling organizational agility in entrepreneurial firms operating in volatile environments. The third article analyzes strategic collaboration between startups and established corporations, emphasizing governance mechanisms and knowledge exchange processes that generate collaborative innovation. The fourth article develops a conceptual framework linking entrepreneurial cognition, opportunity recognition, and market formation in entrepreneurial ventures.

  Taken together, these studies provide complementary insights into how entrepreneurial action, managerial capabilities, and inter-organizational collaboration contribute to the emergence of new markets and innovation ecosystems in contemporary competitive environments.

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  Structured Ownership Systems

  Vol. 1 No. 2 (2026)

  Entrepreneurial ownership is increasingly shaped by organizational systems that lower barriers to business participation, transfer critical capabilities, and enable scalable growth beyond conventional venture creation. Bringing together emerging conceptual perspectives on ownership transition, structured entrepreneurship, capability development, organizational replication, and multi-unit expansion, this issue offers a fresh understanding of how entrepreneurial ownership evolves through coordinated organizational mechanisms rather than solely through individual venture founding.

  The articles collectively reposition ownership as a central analytical construct in entrepreneurship and business management research. Rather than viewing ownership as a by-product of venture creation, they examine how organizational structures facilitate entrepreneurial entry, accelerate competence formation, support the replication of proven business models, and enable sustainable ownership growth. Together, these contributions bridge entrepreneurship, strategic management, organizational learning, and franchising into a coherent intellectual conversation.

  By advancing ownership-centered perspectives, the issue invites researchers to reconsider how entrepreneurial participation is created, developed, and expanded within contemporary business systems. It provides new conceptual foundations for future research while offering insights relevant to scholars and practitioners interested in entrepreneurial development, organizational design, business scaling, and long-term value creation.