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Digital technologies have fundamentally changed organizations, industries, and even the society. Although institutional theory provides rich array of perspectives to both the content and dynamics of such changes, research at the intersection of institutional scholarship and digitalization has remained scarce. In this essay, I draw on the institutional logics perspective to elaborate digitalization as involving a new set of interconnected managerial beliefs and norms, organizational practices, and diverse material and social structures that together complement and challenge the established logics in organizations and institutional fields. I draw attention to two central organizing principles in the logic of digitalization: the pursuit of digital omniscience – the efforts to represent and conceive the world through digital data – and digital omnipotence – the efforts to bring activities inside and outside organizations under the control of information systems. I conclude the essay by elaborating how the institutional logics perspective can help understand organization-level efforts to leverage digitalization by incumbent corporations and new digital-native companies.

This chapter explores the disruptive potential of the Internet to transform illicit drug markets while also challenging stereotypical depictions and superficial understandings of supply and demand. It argues that the digital transformation of illicit drug markets combines, on one hand, a reconfiguration of the scope and impact of how sellers, buyers, and other actors interact within and upon digitally mediated retail drug markets and, on the other hand, continuing trends in the embeddedness of market structures in cultural, economic, political, and legal realms. We develop conceptual ideas for studying the architecture of digital drug markets by drawing on interdisciplinary approaches to digitalisation, markets, and drugs. To understand the functioning of online drug markets, we first need to understand digitalisation. Thus, we draw on scholarship on the digital transformation of society and, second, put forward an understanding of markets that considers how personal relations and social structures enhance and restrict market exchange. Thus, we draw on economic sociology. Third, we build on and extend social science research on illicit drug markets which points out that drug markets exhibit significant variations over time and across jurisdictions. The introduction aims to provide a research agenda that can help us to explore ongoing digital transformations of illicit drug markets. It expands and deepens scholarship on the technological, structural, economic, and cultural factors underlying the resilience and growth of digital drug markets. It also goes beyond a concern with just one type of digital drug market into wider forms of digital environments.

Social relationships play an important role in organizational entrepreneurship. They are crucial to entrepreneurs’ decisions because, despite the bleeding-edge technological advancements observed nowadays, entrepreneurs as human beings will always strive to be social. During the COVID-19 pandemic many companies moved activities into the virtual world and as a result offline Social relationships became rarer, but as it turns out, even more valuable, likewise, the inter-organizational cooperation enabling many companies to survive.

This chapter aims to develop knowledge about entrepreneurs’ SR and their links with inter-organizational cooperation. The results of an integrative systematic literature review show that the concept of Social relationships, although often investigated, lacks a clear definition, conceptualization, and operationalization. This chapter revealed a great diversity of definitions for Social relationships, including different scopes of meaning and levels of analysis. The authors identify 10 building blocks and nine sources of entrepreneurs’ Social relationships. The authors offer an original typology of Social relationships using 12 criteria. Interestingly, with regard to building blocks, besides those frequently considered such as trust, reciprocity and commitment, the authors also point to others more rarely and narrowly discussed, such as gratitude, satisfaction and affection. Similarly, the authors discuss the varied scope of sources, including workplace, family/friendship, past relationships, and ethnic or religious bonds. The findings of this study point to a variety of links between Social relationships and inter-organizational cooperation, including their positive and negative influences on one another. These links appear to be extremely dynamic, bi-directional and highly complex.