Digital Entrepreneurship in India

Closes:

Guest Editors:

Mokhalles M Mehdi, Lubna Nafees, PhD and Tridib Ranjan Sarma, PhD

Digital entrepreneurship is defined as the transformation of existing business through digital technologies and the creation of new entities by developing or using novel technologies (European Commission, 2015). It is considered significant for growth, job creation, and innovation by several countries in the world. Digital entrepreneurship is broadly divided into six streams such as business models, entrepreneurship process, platform strategies, ecosystem, entrepreneurship education, and social digital entrepreneurship (Kraus, 2019).

Moreover, digital technologies are categorized into digital artifacts, digital platforms, and digital infrastructure. The digital artifact indicates the new product or service and its association with digital elements, application, or content of media that offer a particular value to the consumers (Ekbia, 2009; Kallinikos et al, 2013). A digital platform is a joint and shared service and architecture which offers values to the host (Parker et al., 2016). As an illustration, digital platforms like Apple’s iOS and Google’s Android facilitate application software (apps) to run on smartphone devices. For instance, car maker Tesla introduced innovative functionalities and values to their customer through digital artifacts. Also, digital infrastructures allow companies to introduce ideas and business models such as digital marketplaces (Ries, 2011).

Conventional models and frameworks in entrepreneurship are stable and have limited entrepreneurial opportunities depending on the entrepreneurs' execution of the business plan (Brinckmann et al., 2010; Gruber, 2007). However, research in this layer seizes restricted amounts of knowledge, actions, and accomplishment in the present digital era. Some of the studies related to entrepreneurship happened to assess the effect of digital technologies on entrepreneurs’ decision-making (Fischer and Reuber 2014).

Several reviews related to entrepreneurship research recognize the gaps in considering the application of digital tools and technologies used by entrepreneurs (Mainela et al. 2014). This indicates a lack of conceptual debate and development of the notion of digital entrepreneurship. Hence, some of the fundamental questions can be raised such as how are digital technologies transforming entrepreneurship? How are digital technologies creating new-era entrepreneurship ventures? How digital entrepreneurship envisages the performance outcomes of businesses? (Nambisan, 2016).

Moreover, little is known about how the digital economy, digital enterprises, and digital entrepreneurial activities work in emerging and developing markets like India—where potentially they have the highest impact on digital activities due to the Government of India’s Digital India initiative. Not to forget that India is a country where approximately 17% of the world population resides.

Following this context-based, contingency view of digital entrepreneurship, we call on researchers, academicians, and practitioners' contributions that illustrate how digital entrepreneurial activities begin, unfurl, grow and expand in Indian contexts. This special case collection aims to contribute towards addressing the gap in comprehension and theory about digital or techno-based entrepreneurship within India. We invite teaching case studies that address digital entrepreneurship, the digital economy, and ventures based on the digital concept.

Submission Guidelines

In preparing cases, authors are asked to follow the standard EMCS Author Guidelines available from the dropdown menu at http://www.emeraldgrouppublishing.com/journal/emcs. A submitted Case document should include primary data gathered from interviews with the protagonist, or well-sourced secondary data supporting the protagonist's voice, be written in the past tense, be focused on a compelling management decision-making dilemma facing the protagonist, and have approximately eight single-spaced pages of narrative. The accompanying Teaching Note document should include well-crafted learning objectives, related assignment questions and comprehensive model answers, and a comprehensive 90-minute teaching plan. Templates, guides, and other author resources are available via the EMCS main webpage above.
To submit your case, first create an author account at https://mc.manuscriptcentral.com/eemcs, then follow the on-screen guidance, Please select 'Digital Entrepreneurship in India' when prompted to choose from issue options. If you have any questions about the submission process, please contact the EMCS Publisher, Melissa Close at [email protected].

All cases will be double-blind peer-reviewer before acceptance.

Submission Deadlines:

Abstract submission deadline: August 30, 2022

Full case submission deadline: February 20, 2023.

Please email abstract submissions to [email protected] 

References

  • Brinckmann, J., Grichnik, D., &Kapsa, D. (2010). Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning–performance relationship in small firms. Journal of Business Venturing, 25(1), 24–40.
  • Ekbia, H.R. (2009). Digital artifacts as quasi-objects: Qualification, mediation, and materiality. Journal of the American Society for Information Science and Technology, 60(12), 2554–2566.
  • European Commission (2015). European Commission (EC), Digital Transformation of European Industry and Enterprises; A report of the Strategic Policy Forum on Digital Entrepreneurship, available from: http://ec.europa.eu/DocsRoom/documents/9462/attachments/1/translations/en/renditions/native
  • Fischer, E., and Reuber, R. A. (2014). Online entrepreneurial communication: Mitigating uncertainty and increasing differentiation via Twitter.Journal of Business Venturing (29), 565-583.
  • Gruber, M. (2007). Uncovering the value of planning in new venture creation: A process and contingency perspective. Journal of Business Venturing, 22(6), 782–807.
  • Kallinikos, J., Aaltonen, A., &Marton, A. (2013). The ambivalent ontology of digital artifacts. MIS Quarterly, 37(2), 357–370.
  • Kraus, S.Palmer, C.Kailer, N.Kallinger, F.L. and Spitzer, J. (2019). Digital entrepreneurship: A research agenda on new business models for the twenty-first century.  International Journal of Entrepreneurial Behavior & Research, 25(2), 353-375. https://doi.org/10.1108/IJEBR-06-2018-0425.
  • Mainela, T., Puhakka, V., and Servais, P. (2014). The concept of international opportunity in international entrepreneurship: A review and a research agenda.International Journal of Management Reviews (16), 105- 129.
  • Nambisan, S. (2016). Digital Entrepreneurship: Toward a Digital Technology Perspective of Entrepreneurship, Entrepreneurship Theory and Practice, 41(6), 1029-1055.
  • Parker, G., Van Alstyne, M., &Choudary, S.P. (2016). Platform revolution: How networked markets are transforming the economy–and how to make them work for you. New York: W.W. Norton Publishing.