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Due to the unique nature of the Cultural and Creative Industries (CCIs), the impact of crowdfunding on them is more significant than on other industries. This study investigates the association between crowdfunding campaigns in four different categories of cultural production and each campaign promoter's decision regarding platform choice.

We classified cultural productions according to the Cultural Enterprise Framework. We collected data from 1,465 successful, reward-based, culture crowdfunding campaigns from five Nordic countries (Denmark, Finland, Iceland, Norway and Sweden). We used binary logistic regression for estimation purposes.

We find that cultural productions with a high degree of cultural affinity are more likely to use a local platform, while cultural productions with a higher degree of complexity in production or with composite motives are more likely to use an international platform. Additionally, the funding goal and the platform's financing model affect the probability of using an international platform.

Our finding is that there is a relationship between cultural production type and crowdfunding platform choice, and that these choices can be crucial for campaign promoters. Based on the findings and empirical setting, there is evidence that campaign promoters of cultural productions with a cultural affinity orientation may choose to use local platforms, while promoters of projects with complex production requirements or composite motives for using crowdfunding similarly may tend to opt for international platforms. We also propose a framework for the categorisation of cultural productions.

Enterprise social media (ESM) applications offer new opportunities for organizations to mobilize employees for open innovation, by promoting innovation beyond traditional R&D functions. Despite the popularity and success of these applications, current research has yet to fully explore the potential of ESM applications as a driver of employee-driven innovation, specifically through advancements in innovation culture. To fill this gap, this study proposes a theoretical framework that explains the role of ESM applications in facilitating employee innovation.

The authors administered a cross-sectional survey to collect data from professionals who use ESM applications regularly at work. Following a pilot study and instrument refinement, the authors conducted a field study to test measurement and the structural model by using the partial least square-structural equation modeling (PLS-SEM) method.

The findings of this study support the validity of the proposed theoretical model. First, the results confirmed the three antecedents of ESM use for innovation: perceived innovation possibilities enabled by ESM technology, the expected value of ESM use for innovation and organizational support for using ESM applications for innovation. Next, the results confirmed the importance of ESM use in encouraging individual innovation productivity in terms of product/service innovation, process innovation and social innovation. Finally, the results corroborated the mediating role of risk-taking and knowledge-sharing culture in the use of ESM to increase innovation productivity.

The findings presented here have implications for theory and practices that would concern fostering a supportive environment and building an organizational culture that promotes employees' innovation behavior (internal open innovation) by using social technologies.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper aims to improve upon the initial quantitative assessment of Kerlin’s macro-institutional social enterprise (MISE) framework (Monroe-White et al., 2015) to test for the effect of country-level institutions on the social enterprise sector. Major improvements are the inclusion of the civil society variable and expansion of the culture component in the analysis.

By following Kerlin’s (2013) original work that draws on the theory of historical institutionalism, this paper employs multi-level regression analysis to test the effect of country-level institutional factors on organizational-level social enterprise across countries. This analysis uses new macro-level data specifically for civil society and culture components.

The initial assessment of the framework found that several country-level factors had a significant effect on the variance in the size of the social enterprise sector across countries. The analysis provided here additionally shows a significant positive influence of civil society on the size of the social enterprise sector and shows that formal institutions capture the effect of informal cultural institutions when included in the model together.

This analysis provides policymakers, development actors and researchers with a better understanding of the influence of civil society on social enterprises and the interaction between formal and informal institutional underlying factors.

This paper’s significant contribution is the addition of civil society in the MISE analysis, which was not possible before owing to lack of data, and additional cultural analysis.

The purpose of this paper is to examine the relationships and influences of change enablers for social enterprises in organizations undergoing cultural change.

Data were collected through a survey of social enterprises in two Pacific Island nations, and analyzed with Pearson and regression analyses.

The study finds that social enterprises are better equipped to implement cultural change when they exploit a robust entrepreneurial capability while optimizing strategic, financial and adaptive capabilities. These capabilities should be aligned with the enterprise’s culture and processes associated with transitioning the organizational culture to access resources and achieve its mission. Based on these results, a Cultural Change Enabling (CCE) Framework is proposed to help social enterprises leverage the dynamic interactions between the enterprise, its capabilities and environment, and organizational change processes.

Using the CCE Framework will benefit leaders of public benefit organizations, including social enterprises, to identify their capabilities, and develop an enabling culture to advance their trading activities and social mission so that social enterprises might operate sustainably.

As one of the first studies to examine the readiness for organizational change in social enterprises, this study provides new insights on the capabilities for organizational change, and the dynamics of organizations undergoing cultural transformation.

To explore the cultural context of Indigenous family entrepreneurs and to apply to them the concept of n-Culturals, thus contributing to validating the concept.

Interview data collected from Wayuu entrepreneurs in La Guajira region of Colombia and from Māori entrepreneurs in the Rotorua region of New Zealand were analyzed qualitatively. The analysis primarily focused on Wayuu entrepreneurs, with the results for Māori entrepreneurs used for comparison, to help to interpret the Wayuu data.

For Wayuu entrepreneurs, family members play a range of crucial roles in enterprise operations, with the family and the kin-centered local Indigenous community emerging as an informal organization surrounding the enterprise. Family is the source of Indigenous culture, while the mainstream culture is centered on global Western business culture, rather than the culture of the country. The Indigenous entrepreneurs integrate the values of the two cultures in managing their enterprises, thus acting as n-Cultural. Māori entrepreneurs who managed enterprises with a strong Indigenous character were similar in this respect to Wayuu entrepreneurs.

As n-Culturals integrating the values of Indigenous culture and the mainstream culture, Indigenous entrepreneurs develop valuable traits, becoming a valuable component of the human capital in their regions, even when their enterprises fail.

Existing research on multicultural individuals is largely limited to immigrants and expatriates. By characterizing Indigenous family entrepreneurs as n-Culturals, the present study contributes to validating the concept and opens the way for further research on how Indigenous entrepreneurs manage their multicultural identities.

Although the generation of social value is the focus of social entrepreneurship, little research attention is paid on how social value and transformation can be created. By adopting a market approach, this study aims to develop a framework showing how social enterprises in tourism/hospitality can generate social value and transformation.

A thorough literature review revealed that a market approach is an appropriate lens for understanding social entrepreneurship. Consequently, a framework based on “learning with the market” is proposed as a useful tool for identifying, managing and also creating (new) opportunities for social ventures. The justification and the theoretical underpinnings of the market-based framework are further supported by discussing various other theories and concepts.

The framework identifies three capabilities that social entrepreneurs need to develop for generating social value and transformation: network structure, market practices and market pictures. Several examples from tourism and hospitality social enterprises are analyzed for showing the applicability and usefulness of the framework.

The paper proposes a conceptual framework as well as several research directions for further testing, refining and expanding it.

By applying the framework on several tourism and hospitality social enterprises, the paper provides practical implications about the capabilities that social enterprises should develop for engaging with other market actors to identify and exploit (new) market opportunities for social value co-creation, and influence market plasticity for forming new markets and driving social change.

The suggested framework identifies the capabilities and the ways in which (tourism/hospitality) social enterprises can engage with and form markets for co-creating social value and escalating their social impacts through social transformation.

The paper provides a new marketing approach (that overcomes the limitations of traditional economic theories) for understanding how social enterprises can shape, manage and engage with social markets for generating social value.

The purpose of this paper is to contribute to the social enterprises and human resource management (HRM) literatures by examining how institutional and cultural contexts influence human resources (HR) practices, i.e., recruitment practices (specifically, recruitment channels) and employee relations (ER) practices that are adopted in social enterprises in the developing country of Thailand.

This paper applies an embedded cross-case analysis of four social enterprises in Thailand across a variety of industries. The case study evidence in this paper draws on semi-structured interviews with each social enterprise’s representatives; field visits to each social enterprise in Bangkok and in other provinces in Thailand; and a review of archival documents and web-based reports and resources. This paper uses thematic analysis to pinpoint, examine and record the patterns or themes found in the data.

Based on these four case studies, this paper proposes that the deficiencies in the Thai skill formation system, especially skill shortages, are associated with the adoption of alternative or substream recruitment channels among social enterprises. Additionally, the weak and highly fragmented ER institution and the cultural context that favor conflict avoidance and unassertiveness among workers within the workplace are associated with the adoption of a paternalistic ER practice in these enterprises.

This paper has only focused on the role of national skill formation system, ER system, and the cultural context that favor conflict avoidance and unassertiveness among workers within the workplace. Future research may explore how other institutional and cultural domains influence the adoption of HR practices in these enterprises in the context of emerging market economies. Additionally, because this research is based on the case studies of four social enterprises in a variety of industries in Thailand, the findings of this paper may not be generalizable to all social enterprises across countries. Another limitation of this research is that it did not include social enterprises in several other industries, including the entertainment and media industry and the printing and publishing industry, and it does not include other forms of social enterprises, such as community-led social ventures. Future research may explore how institutional and cultural contexts influence HR practices adopted in social enterprises in other industries or in other types of social enterprises. Moreover, quantitative studies using large samples of social enterprises across industries might be useful in deepening our understanding of a topic that is significant from the perspective of both social enterprises and HRM.

This paper provides practical implications for HR professionals, founders and top managers of social enterprises not only in Thailand but also in other countries that face the problem of a skill shortage in the labor market.

This paper provides policy implications for the government of Thailand and the governments of several other emerging market economies in which the skill shortage is particularly severe. These governments should focus on solving this problem to alleviate severe competition among several types of organizations in the labor market. Furthermore, these governments should foster the implementation of a partnership model for employee–management relationships within the workplace. In this model, employees and management perceive each other as partners rather than enemies to sustain win–win solutions to any problems or disputes that may occur.

This paper aims to fill the gap in the literature regarding how social enterprises manage HR across contexts, especially in developing countries where institutional and cultural contexts might differ from those of developed countries. Batt and Banerjee (2012) suggested that the literature on HRM, including strategic human resource management (SHRM), should extend beyond the organizational context and examine how institutional contexts influence the adoption of organizations’ HR practices. Additionally, Batt and Banerjee (2012) noted that the majority of studies in the HRM literature focus on profit-oriented firms in the private sector and ignore other types of organizations such as non-profits or social enterprises.

The purpose of this paper is to investigate the relationship between culture and entrepreneurial orientation (EO) in informal enterprises and the moderating role of their survival intent.

This paper used Hofstede's national culture framework and theory of EO to develop a novel conceptual framework. The data were collected using a survey from a sample of 385 informal enterprises and analyzed using partial least square structural equation modelling.

The findings of this paper confirmed that power distance, uncertainty avoidance and normative orientation negatively affect EO in contrast with the positive effect of individualism and masculinity. Although power distance and uncertainty avoidance negatively affect an EO, the findings showed that survival intent weakens the negative nexus between these variables and strengthens the positive effect of individualism and masculinity on EO.

Although this study examined how survival intent moderates the nexus between national culture and EO across informal enterprises in emerging economies, the data were collected in Nigeria only. This study also examined EO in aggregate and considered only one sector.

This study recommends that policymakers and practitioners understand the important links between firms' characteristics, culture and EO while designing training programs, policies and procedures. Doing so will support the successful implementation of entrepreneurship programs, address the prevailing entrepreneurial needs and cultural deficits across enterprises and promote the efficient allocation of resources.

This paper extends Hofstede's framework of national culture and EO in the context of informal enterprises in emerging economies by examining the nexus between national culture and EO, moderated by survival intent.

Digitalization had a relevant impact on the cultural tourism sector, both demand and supply. If, on the one hand, advances in digital technologies provided tourists with new mobile services able to amplify the cultural experience, on the other hand, they catalyzed the development of new business models by digital enterprises. This paper has a twofold purpose: to detect business models and key characteristics of mobile apps for cultural tourism and to analyze the offering of app-based services in this sector.

The authors defined a methodology to identify, characterize and analyze a particular category of digital products for cultural tourism: app-based services. They are studied in terms of value creation, proposition and capture with the aim to identify the distinctive features of business models. As a result, the authors identified a classification framework on three main dimensions, namely “how to exploit mobile app features to create value for cultural tourists” (value creation), “which valuable services are delivered to cultural tourists” (value proposition) and “how companies are rewarded for the value they offered” (value capture). The authors apply the framework to perform a situation analysis of app-based services in the cultural tourism market.

The analysis highlights that digital enterprises offering app-based services do not fully exploit advances in technologies about users' value requirements. Hence, the results of our work suggest some directions that digital enterprises may follow to better exploit mobile app technology.

To date, little research has been devoted to investigating cultural tourism business models involving the exploitation of mobile app-based services. This research provides a useful framework to analyze fundamental aspects of business models in this sector. Such a framework represents a practical tool that provides fruitful insights for the design of a new generation of app-based services within the so-called “Internet of things” domain.