Research Papers In Innovation Management Software

European Journal of Innovation Management has officially been accepted into SSCI!

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Aims and Scope

‘Innovation … consists in the purposeful and organized search for changes, and in the systematic analysis of the opportunities such changes may offer’ (Drucker, 1985, 49).

The European Journal of Innovation Management offers a forum for the rapid dissemination of pragmatist research in the field of innovation studies.  Within this context, practice is part of the learning process, where change (through rigorous and invariably evidence-based research) in existing frameworks, models and methods yields new ideas in a process of continuous discovery.

The Journal publishes research on all aspects of innovation (viewed here broadly to include not only product/service and process but also market, and organization) management in organizational contexts.  This includes the study of the process in its entirety or individual stages, issues around accessing and using effectively tangible and intangible resources, innovation strategies, different tools used to manage innovation, the impact of industrial, regional, and national factors, and implications on performance.  The European Journal of Innovation Management welcomes particularly work that explores innovation management in new contexts (such as – but not only – services, public sector organizations, and social and community enterprises (social innovation)), at one or multiple levels (including team or project, organizational, regional, national and international).

Papers that appear in the EJIM, though often grounded on rigorous empirical research, should be explicit about implications for theory and practice. Thus, authors should ensure that contribution to the state-of-the-art is clearly articulated.

The journal is open to researchers at all stages of their careers; however, it aspires to recognize the role of new voices in innovation studies.

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European Journal of Innovation Management is available as part of an online subscription to the Emerald Business, Management & Strategy eJournals Collection. For more information, please email or visit the Emerald Business, Management & Strategy eJournals Collection page.

This journal is a member of and subscribes to the principles of the Committee on Publication Ethics. More on Emerald's approach is available in our Publication Ethics guidelines.

Journal of Business Research Special issue call for papers

The rationale of the special issue

“Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or service” (Drucker, 1985, p. 28). This statement further acknowledges the entrepreneurs’ central role in business innovation management. In general, entrepreneurs’ collaborative approach of sharing knowledge from external sources plays an antecedent role in business innovation, which is particularly true for open innovation (Chesbrough, 2006). Chesbrough et al. (2006) define open innovation as “the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively” (p. 1). As a result, the open innovation concept is appeared as complementary to the collaboration of entrepreneurs and their external and internal stakeholders (Faems et al., 2005) for sharing knowledge and resources for innovation management.

The innovation management and its sub-sequent “rewarding value-delivery process does not rely solely on an organization’s or its entrepreneur’s inspired efforts. Stakeholders, the most important associates of a value-delivery network and their significant contributions, are certainly required for a win–win outcome” (Kaufmann and Shams, 2015, p. 10). Consequently, entrepreneurs understand that they cannot just rely on their in-house knowledge and resources only, in order to plan and implement the innovation processes in a way that could sustain their competitive advantage (Bughin et al., 2008). Entrepreneurs’ stakeholder networks can offer a substantial source of capital that may increase entrepreneurs’ success (Smith and Lohrke, 2008) in innovation management. Therefore, entrepreneurs need to be aware of various issues, such as where and how they and their stakeholders face challenges, mutually utilize opportunities and (co-)create value through the collaborative open innovation concept (Kaufmann and Shams, 2015). “However, there is little research that explicitly links business models to open innovation strategies” (Saebi and Foss, 2015, p. 201), particularly from the context of understanding “how entrepreneurial firms leverage network competence” (Yu et el., 2014, p. 687), in order to plan and implement proactive win-win open innovation strategies for entrepreneurial development, in association of the key stakeholders.

Although, the entrepreneurs’ initiatives to engage with their stakeholders is instrumental to identify open innovation opportunities; there is considerably less research on the contexts that is useful for entrepreneurs to influence their stakeholder networks, and even limited work on how entrepreneurs could stimulate the relations between stakeholder engagement and innovative entrepreneurial opportunity identification (Burns et al., 2014). In support of this, view, Acs et al. (2013) argue that the “theories of entrepreneurship (that) most typically focus on characteristics specific to the individual (entrepreneur)” (p. 759), often ignore the possibilities of entrepreneurs’ stakeholder networks to recognise innovative entrepreneurial opportunities. Focusing on this major research gap, related to open innovation management and entrepreneurial development, Huggins and Thompson (2015) discuss that “despite the growing acknowledgement that entrepreneurship is an important driver of innovation and growth, the role of the (stakeholder) networks in these processes has been less formally examined” (p. 103). Centring on this critical research gap on the antecedent role of stakeholder engagement in open innovation management for entrepreneurial development, this special issue aims to contribute to our current understanding on how entrepreneurs could leverage their external and internal stakeholder networks for sharing knowledge and resources to collaboratively plan and implement innovative entrepreneurial strategies, in order to survive and prosper in the contemporary network economy.

The theme

Following the discussed research gap in the “rationale” section, the submitted papers should focus on how entrepreneurs could leverage the “cause and consequence of stakeholder relationships and interactions in a network, as a stakeholder causal scope” (Shams, 2016, p. 676) to identify, establish and enhance the processes of innovation management for entrepreneurial development. Innovative empirical and conceptual studies that span theoretical boundaries and disciplines to develop new insights on “stakeholder engagement for innovation management and entrepreneurial development” are welcomed to be submitted. The following might be relevant, but not exhaustive topics:

  • stakeholder engagement, open innovation management and entrepreneurial development;
  • stakeholder engagement and innovation management in small and medium enterprises;
  • stakeholder engagement, innovation management and entrepreneurial development for family business, regional and remote areas, and enterprising communities;
  • environmental issues, stakeholder engagement and innovation management;
  • international entrepreneurship, emerging markets, cross-cultural management and stakeholder engagement and innovation management;
  • historical perspectives in stakeholder engagement, innovation management and entrepreneurial development;
  • micro-finance, social business and stakeholder engagement for innovation management;
  • cross-industries, cross-functional and cross-markets perspectives, and stakeholder engagement for innovation management;
  • cross-disciplinary perspectives in stakeholder engagement for innovation management;
  • information technology, e-commerce platforms and stakeholder engagement for innovation management;
  • organisational dynamic capabilities, stakeholder engagement and innovation management;
  • competitive advantage, business sustainability, stakeholder engagement and innovation management;
  • enterprising culture, stakeholder engagement and innovation management;
  • woman entrepreneurs, stakeholder engagement and innovation management;
  • entrepreneurship and stakeholder engagement in the conflict regions and innovation management.

The focus of the manuscripts should be on cutting-edge theoretical developments and phenomena including best practices. Alongside the open submissions, selected papers from the EuroMed Academy of Business Annual Conference 2017, Rome, Italy (September 13 – 15) will be considered for this special issue.

The timeline

Manuscript submission opens: October 01, 2017

Manuscript submission deadline: April 30 2018 (however, earlier submission is highly encouraged)

First comments (initial acceptance/rejection) on manuscripts: April 30, 2018

Revision due: May 31, 2018

Special issue will be published in 2018

Guidelines for authors

All papers submitted to Journal of Business Research will undergo a double-blind peer review process. The manuscripts should be structured in line with the guidelines, available at . Once the online manuscript submission system opens on October 01, 2017, please submit your manuscript through the online EES portal, and select the “SI: EuroMed Academy of Business Conference” special issue from the drop-down menu for your submission. Informal enquiries are valued, and can be directed to the corresponding guest editor.

Guest editors and contact details

Dr. Riad Shams*
Australian Institute of Business, Australia
*Corresponding guest editor

Professor Demetris Vrontis
University of Nicosia, Cyprus

Professor Michael R Czinkota
Professor, Graduate School and McDonough School, Georgetown University
Professor, University of Kent, Canterbury, U.K


Acs, Z. J., Audretsch, D. B. and Lehmann, E. E. (2013). The knowledge spillover theory of entrepreneurship. Small Business Economics, 41 (4), 757 – 774.

Bughin, J.R., Chui, M., and Johnson, B. (2008). The next step in open innovation. McKinsey Quarterly, June, 1- 8.

Burns, B., Barney, B., Angus. R. and Herrick, H. N. (2014). Opportunity identification and stakeholder enrolment under conditions of risk and uncertainty. Academy of Management Proceedings, available at: (accessed 02 June, 2015).

Chesbrough, H., Vanhaverbeke, W., and West, J. (2006). Open innovation: Researching a new paradigm. Oxford: Oxford University Press.

Drucker, P. (1985). Innovation and entrepreneurship. New York, NY: HarperCollins.

Faems, D., Van Looy, B., and Debackere, K. (2005). Interorganizational Collaboration and Innovation: Toward a Portfolio Approach. The Journal of Product Innovation Management, 22 (3), 238 – 250.

Huggins, R. and Thompson, P. (2015). Entrepreneurship, innovation and regional growth: A network theory. Small Business Economics, 45 (1), 103 – 128.

Kaufmann, H. R. and Shams, S. M. R. (2015 eds.). Entrepreneurial challenges in the 21st century: Creating stakeholder value co-creation. Hampshire, UK: Palgrave Macmillan.

Saebi, T. and Foss, N. J. (2015). Business models for open innovation: Matching heterogeneous open innovation strategies with business model dimensions. European Management Journal, 33, (3), 201–213.

Shams, S.M.R. (2016). Capacity building for sustained competitive advantage: a conceptual Framework. Marketing Intelligence & Planning, 34 (5), 671-691.

Smith, D. A. and Lohrke, F. T. (2008). Entrepreneurial network development: Trusting in the process. Journal of Business Research, (61), 4, 315 – 322.

Yu, B., Hao, S., Ahlstrom, D., Si, S. and Liang, D. (2014). Entrepreneurial firms’ network competence, technological capacity, capability, and new product development performance. Asia Pacific Journal of Management, 31, (3), 687 – 704.

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