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The purpose of this paper is to analyse in‐depth collaboration as a process that emerges from interactions among individuals in order to develop entrepreneurial actions within established family firms. The research is contextualized in the metal sector in Catalonia (Spain), using institutional economics as a theoretical framework of reference.

Methodologically, the paper adopt an exploratory perspective and employs a qualitative approach. In particular, a multiple case‐study is used to gain deep insights into a contemporary and complex issue within its real‐life context, and two case studies are purposefully selected in order to be able to conduct cross‐case comparisons.

In the early formation phase of collective entrepreneurship, there are similarities reflecting the networks status of both cases. In contrast, there are some variations concerning the development of collective entrepreneurship within the businesses which affect the type of corporate entrepreneurship (CE) activities developed by the firms.

By using a case study approach, it is hard to validate the theories for any more general applicability.

Promoting trust in the organizational context, owner‐managers may assume the role of intrapreneurs as network or human interaction builders within businesses, in order to promote CE through collective activities.

The paper shows that CE activities may be understood from a collective action among employees and owner‐managers. The paper also demonstrates that the phenomenon can be place into a broader theoretical context, taking into account the considerations included in institutional economics.

The purpose of this paper is to add new theoretical insights on the employee‐organization relationship (EOR) in the context of corporate entrepreneurship (CE), specifically in collective entrepreneurship.

The paper presents a brief overview of the content of each of the articles included in this special issue.

In the last decades, the study of the EOR has become an integral part of the literature as an approach aimed to provide the theoretical foundations to understanding the employee and employer perspectives to the exchange. Also, the greater complex environment and the higher level of innovativeness have pushed firms to become more entrepreneurial in order to identify new opportunities for sustained superior performance. In this context, emerges CE and involves not only formal activities to enhance product innovation, risk taking and a proactive response to environmental forces, but also organizational learning, driven by collaboration, and commitment. Specifically, different EORs and specific human resources management practices are required in the light of collective entrepreneurship, understood as work among entrepreneurial teams within the organizations and collaboration among employees.

The paper provides an overview of the EOR in collective entrepreneurship.

This chapter studies how entrepreneurship research has evolved at the Latin American level. Using the database available in the Web of Science Core Collection, a period-by-period bibliometric analysis is carried out to identify possible changes in research trends over time. On the one hand, the results show that in the period 2000–2006, research focuses mainly on rural development, community development and financial resources. On the other hand, in the period 2007–2013, the research priority is related to international entrepreneurship, private capital raising and studies based on the Global Entrepreneurship Monitor (GEM). Finally, during the period between 2014 and 2020, research focused mainly on self-employment, family businesses, promotion of angel investor networks, venture capital, and female entrepreneurship. The results of this study may be of interest to academics, researchers, and policymakers to understand the evolution of this topic in recent decades and to promote entrepreneurship and innovation in the region.

This article seeks to analyse the human resource management (HRM) practices adopted in small and medium‐sized enterprises (SMEs) for promoting corporate entrepreneurship (CE) in the Spanish context. The specific objectives of the inquiry revolve around two main research questions: What HRM practices are most beneficial for promoting CE in SMEs? How do HRM practices promote an appropriate working environment for CE in SMEs?

The idea of human resource practices as a key resource is analyzed in the framework of a broader perspective of strategic management known as the resource‐based view of the firm. Additionally, literatures concerning CE and HRM in small firms are integrated and reviewed. The empirical study is carried out by adopting a multiple‐case study approach.

Evidence shows that the creation of personal relationships and the development of an open communication between owner‐managers and employees, and among employees themselves, can help to explain the dynamics of entrepreneurial behaviors within small firms. The openness in the communication is important, not only for promoting CE activities, but also for creating the most appropriate work environment to carry out other resource management practices that stimulate entrepreneurial behaviors.

This study integrates the research on CE and HRM practices in a field of study rarely analyzed, such as Spanish SMEs. The approach shows that there is sound evidence supporting the importance of analyzing the factors leading to the emergence of CE, including intangible resources such as the human resource practices that increase the employees' entrepreneurial attitudes.

The main objective of this paper is to analyse the influence of environmental factors on entrepreneurship at the Spanish regional level, using institutional economics as the theoretical framework for the research. Additionally, this work aims to emphasize how environmental conditions have different effects according to the gender of entrepreneurs.

Regional panel data (19 Spanish regions and the 2006‐2009 period) from the Global Entrepreneurship Monitor (GEM), specifically from the Spanish National Expert Survey (NES) for environmental conditions and the GEM Adult Population Survey (APS) for entrepreneurial activity were analysed within a fixed effects model with panel corrected standard errors.

The main findings of the study indicate that both informal (cultural and social norms, perception of opportunities to start‐up and entrepreneur social image) and formal factors (intellectual property rights) influence entrepreneurship, but the informal are more determinant than the formal. Concerning the gender issues, informal and formal institutions are also determinant, but female entrepreneurship is significantly associated with the women's support to start‐up, whereas primary and higher education are associated only with male entrepreneurial activity.

The results of the research should be interpreted carefully, because the availability of data constrained the analysis to a time period that is not reflective of the economic cycle; on the contrary, the data correspond to a period of recession, and thus the results cannot be generalized. Also, the study could extend the analysed period and compare the obtained results with international data, considering the global number of participant countries in the GEM Project.

The study provides a methodology to analyse the environmental factors for new firm creation at a regional level, combining GEM data and institutional economics.

The main purpose of this paper is to analyse the influence of resources and capabilities on the probability of becoming an intrapreneur, using resource‐based theory as a conceptual framework.

The research uses a logistic regression analysis and data from the Global Entrepreneurship Monitor (GEM) for 39 countries and 36,325 individuals.

Results show that companies' resources and capabilities are a key factor in the development of intrapreneurship. Entrepreneurial resources and capabilities, such as previous entrepreneurial experience, entrepreneurial competences and the ability to detect business opportunities, influence intrapreneurial behaviour.

The contributions of this research are both conceptual (advancing corporate entrepreneurship theory) and practical (relating to the design of policies to foster intrapreneurial activities).

The importance of entrepreneurship for social and economic growth is generally accepted. In addition, intrapreneurship or corporate entrepreneurship is recognized as one of the key elements for organizational development. Despite this, there are very few empirical articles using an explicit and integrated theoretical framework such as resource‐based theory for the analysis of intrapreneurial phenomenon.

The purpose of this paper is to analyse a European doctoral programme in entrepreneurship. The specific objectives are the following: to illustrate the process to design and launch the doctoral programme; to describe its main characteristics; and to explore the conditioning factors to its success.

The methodology is based upon a systematic application of a longitudinal case‐study approach. Multiple sources of evidence were gathered. These included interviews with key informants and documentary data. Additionally, a participant observation approach was adopted. Concerning the theoretical approach, the related literature in entrepreneurship education was reviewed.

The analysis supports the notions that the launching of a doctoral programme is similar to the process of creating a new business. The results emphasise the importance of the founder's personality, the network ties among universities and the strategic vision in order to achieve success in an entrepreneurship doctoral programme.

The interpretation of findings represents the authors' perceptions about a single case study. In terms of theory building, as a future research line, a multi‐case study approach would allow for the developmental history of several doctoral programmes to be studied and compared.

This paper provides a very useful source of information for universities that are planning to offer a doctoral programme in entrepreneurship.

The purpose of this paper is to integrate three streams of literature – organizational capabilities based in resource‐based view (RBV) and the team‐ and organization‐level innovation – to provide a theoretical framework of how firms invest in developing innovative capabilities for entrepreneurship and change management.

This is a conceptual paper based on the RBV and the team‐ and organization‐level innovation literatures.

Linking the three bodies of literature, two main models for developing innovative capabilities are proposed: organization and project team models. The “organization model” requires firms to invest at the organization level to generate the supporting organization‐level processes, i.e. communication routines, independent of when they organize for innovation, and the “project team model” calls for just‐in‐time investment as needed in the process of innovation. The paper discusses other potential models and provides directions for future research on this important and timely topic.

The paper expands the RBV of the firm by providing a theoretical framework of how firms develop the capabilities to mobilize and create knowledge for innovation as an entrepreneurial activity and for managing the changes in organizations.

There is no empirical evidence, particularly in relation to small and medium‐sized enterprises (SMEs), to support the concept of cultural barriers and how they relate to open‐mindedness (OM). Some of these cultural barriers can be linked to outdated knowledge, which can impede the adoption of new configurations. The purpose of this paper therefore is to test the role of cultural barriers in the relationship between OM and organizational innovation.

These relationships are examined through an empirical investigation of 133 SMEs.

The results show that the relationship between OM and organizational innovation is likely to suffer if a firm does not overcome previously its cultural barriers. An explanation for this could be thatoutdated knowledge can impede the adoption of new configurations. Therefore, it is important for organizations to provide an appropriate environment for overcoming cultural barriers. Otherwise new knowledge will not be acted on or incorporated into new products and services.

The authors point out the importance for organizations of taking this perspective into account when they are seeking to respond proactively to the challenges thrown up by the external environment.