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The purpose of this paper is to analyze the ethnic profile of the entrepreneur in relation to business activity, the reasons for creating the firm and the creation process. The aim is to analyze whether or not belonging to a particular ethnic group has an influence on the said processes, regardless of place of birth or nationality.

A total of 326 questionnaires were analyzed in order to carry out an exploratory study on different ethnic communities in the region of Valencia (Spain) by identifying the most influential factors for each of the dimensions studied.

The empirical results obtained show the relevance of ethnic origin. The variables that correspond to business activity, motives for new firm creation and the process involved undergo extremely significant alterations, depending on the origin of the entrepreneur.

The paper focuses on a particular geographical area and thus the limitations of the sample, as well as the influence of environmental factors may affect some of the results.

The paper contributes towards understanding business activity among an increasingly important collective in a globalized economy and provides valuable knowledge for creating public policy aimed at the integration and development of different ethnic groups.

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.