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The purpose of this paper is to provide an integrative framework on business models that combines and connects concepts pertinent to the literatures of strategy, entrepreneurship, and organization.

The paper describes the framework's theoretical development.

The framework enriches the discussion on business models by providing a life cycle perspective.

This paper aims at advancing the theoretical grounds of business models by integrating and extending the existing literature. In the future, further research needs to evaluate the use of this integration.

The paper integrates a number of disparate contributions to the understanding of business models from the fields of strategy, entrepreneurship and organization theory.

This chapter advances the notion of projects of passion as a class of phenomena for which profit seeking is secondary to the pursuit of a “calling.” Drawing on a comparative case analysis of seven temporary art projects realized over 35 years by renowned artist-entrepreneurs Christo and Jeanne-Claude, it defines a theoretical model of the unique elements and aspects of the process through which projects of passion unfold. In the model, freedom and novelty are singled out as unique drivers of project motivation, individual business models and rhetorical strategies as process mechanisms, and authenticity and impact (the aesthetic, social, and economic value appropriated by third parties) as project outcomes. The chapter concludes with implications for the strategic management of projects and opportunities for further research.

This paper takes stock of past research in international management, zeroing in on the location, organization, and capabilities for innovation in a multinational enterprise. It then reviews current realities and identifies emergent trends of multinational enterprise innovation to outline avenues for future research. It puts forward the need for further exploration of issues, such as emerging markets as an innovation context and emerging multinationals' knowledge creation approaches, as well as the particularities of structuring for open innovation and capabilities for global knowledge sharing.

The purpose of this paper is to describe the historical institutional context of Spain in the past 40 years and to analyze the influence of institutional factors in the current model of social enterprise existing in the country.

This study draws on the theory of historical institutionalism, national-level empirical data and Kerlin conceptual framework (2013) that informs models of social enterprise.

This paper describe some traits of Spain’s social enterprise that can be explained by the evolution of its institutional context in the past 40 years. It helps to validate, from a historical institutionalistic perspective, aspects of the Kerlin framework for social enterprise models. It also begins to show that the analysis of regional differences in the context should be taken into consideration when examining a country’s social enterprise space.

This discussion paper encourages academics to analyze regional differences in the emergence of social enterprise within a country. The main limitation of the paper is the lack of an “official” definition of social enterprise in Spain.

This paper applies a valuable framework to a country with a unique political and economic history in the past 40 years. It contributes to enrich the research on the emergence and development of social enterprises in a variety of contexts and advances understanding of how regional differences inside a country influence the development of social enterprises.

Andreas Al-Laham has been holding the chair for strategic and international management at the University of Mannheim since September 2009. After his studies of economics and business administration at the Technical University of Dortmund he received his PhD (1996) and Habilitation (2000) degree at the same University, Faculty of Business Administration, Chair of Strategic and International Management. From 2000 to 2002 he worked as a visiting research scholar and visiting professor for strategic management and organizational theory at the J.L. Rotman School of Management, University of Toronto, Canada. Afterward he became professor of international management and business policy at the University of Stuttgart. In 2004 he took a professorship of strategic management at the CASS Business School, City University of London, UK. Up till today, he is visiting professor for General Management and International Strategy. Between 2006 and 2009 he held the chair for management and international strategy at the University of Kaiserslautern. He has written several books, for example! Strategisches Management. Theoretische Grundlagen-Prozesse-Implementierung (together with M. K. Welge), Organisationales Wissensmanagement. Vahlens Handbücher der Wirtschafts- und Sozialwissenschaft, Praxis des strategischen Managements (together with M. K. Welge and P. Kajüter) and Strategieprozesse in deutschen Unternehmungen. His current research focuses on evolutionary dynamics in the German biotech-industry, alliances and network dynamics as well as the internationalization of SME.

This chapter explores how hybrid organizations navigate the challenges (and opportunities) associated with advancing unconventional logic combinations. It draws from a study of the 180-year history of sheltered workshops in the United States. Sheltered workshops are hybrids that combine social and commercial logics to provide gainful employment to individuals with disabilities. This chapter theorizes a connection between the governance system – that is, country-based social norms and regulatory settlements – framing hybrids and the agency that allows them the discretion required to advance unconventional combinations. It introduces the term hybrid agency to describe this connection and identifies four types: upstream, midstream, downstream, and crosscurrent. Upstream agency draws from the entrepreneurial vision of charismatic founders. It allows hybrids the discretion to advance unconventional logic combinations in unsupportive times, but it also requires them to observe certain dominant cultural norms. Midstream agency draws from hybrids’ adaptation and advocacy skills and resources in periods of historical change. It allows access to resources and legitimacy for unconventional combinations. Downstream agency draws from organizational slack possible in supportive times. Slack eases tensions and tradeoffs between conflicting logics but may also fuel mission drift. Finally, crosscurrent agency also draws from hybrids’ adaptation and advocacy skills and resources. It provides hybrids with the opportunity to grapple with challenges in periods of contestation.

There is a Turkish proverb commonly used for gratitude: ‘nothing so bad but it might have been worse’. Actually, how worse the situation can get for the children living and working on the street as an image of visible poverty of the cities. The children who settle in the streets, who live in the streets, who work or force to work in the streets are the ones affected by the negativeness that COVID-19 created. Their living conditions became harder and crueller. Children who live and work on the streets have not only had socio-economic problems but also educational medical problems, etc. It is a social truth that these children are the most affected disadvantaged group in the battle of pandemic. In this context, especially before and after pandemic, how the life is affected and the change that it brings is very remarkable. However, the detrimental effect on the negativity in societal terms is inevitable. In this study, children living, working, and being forced to work in the streets are defined cognitively, their status quo in the society, their form of life, their educational, medical, criminal, and family cultural relationships are described; evaluation of pandemic process’s influences on ‘the new normal’, the social change and transformation in regarding to human and child rights are discussed.

Corporations and businesses have been a major influence on society since before the industrial revolution, but academic focus on corporate responsibilities is a recent phenomenon which focuses predominantly on globalised multi-national corporations of the late twentieth century. The purpose of this paper is to consider the evolution of the corporate responsibility and community involvement tracing the development of corporate behaviours in the UK from medieval guilds to the modern form of corporation seen at the end of the last century.

The analysis considers the institutional forces which have shaped responsible business behaviours in a context of changing power and influence.

Drawing on Weber's notion of the ideal-type, this paper demonstrates that many “modern” corporate social responsibility (CSR) concepts such as codes of conduct, stakeholder consultation, and corporate donations have considerable heritage.

This paper develops an important precedent by examining the evolution of CSR and other aspects of corporate engagement. It develops a long-term instrumental context for corporate donations, whilst revealing that practices such as employee volunteering are considerably more recent, and less institutionally developed.