Strategic Management and Entrepreneurship in the Time of Societal Disruptions

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: 28 February 2026 | Viewed by 4426

Special Issue Editors


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Guest Editor
Joseph M. Katz Graduate School of Business, University of Pittsburgh, Pittsburgh, PA 15260, USA
Interests: wicked problems in strategic management; the business of humanity; strategic planning and management control processes and systems

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Guest Editor
Eberly College of Business, Indiana University of Pennsylvania, Indiana, PA 15705, USA
Interests: strategic planning; bullying; international business

Special Issue Information

Dear Colleagues, 

As Yogi Berra may very well have said, “The future is not what it used to be”. On reflection, this apparently trite statement captures the essence of the strategic challenge facing managers and businesses today. Most importantly, the nature of uncertainty in the business environment is increasingly different from what it was reasonably assumed to be over the last several decades of development of management theory and practice. This VUCA—to use the military-derived acronym—environment will increasingly be characterized by chaotic ambiguity (Type IV Uncertainty) (Courtney, Kirkland, and Viguerie, 1997) rather than the volatility (Type I Uncertainty) with which most management analyses and techniques are designed to cope. 

Chaotic ambiguity is the consequence of the phenomena and imperatives faced by businesses today, such as the inevitability of globalization, the imperative of innovation, and the growing importance of environment, social, and governance (ESG) considerations. The interaction of these visible phenomena and imperatives results in disruptive technologies, conflicted stakeholders, and wicked problems creating unknown futures. In addition to these recognized challenges, there are developments such as AI, climate change, gene editing, recurring pandemics, and political instability that individually and in combination will certainly disrupt societal norms and society. They are likely even to raise questions of what it means to be “human” and will result in unknowable futures. The impact of these societal disruptions is evident today and may, in the very near future, overwhelm unprepared managers. 

Societal disruptions that are caused by pandemics, climate change, gene editing, and AI are different in both kind and degree from the industry disruptions brought about by the likes of Amazon, Netflix, and Tesla. The severity and novelty of the challenge has generated new thinking (Camillus, Ramanadhan, and Ganapathy, 2021) about the necessary and primary strategic focus, the identity and purpose of organizations, and the design of management systems. This new thinking originating from a trio of strategy gurus—Michael Porter, C. K. Prahalad, and Clayton Christensen—defines a novel, strategic mindset and possibly creates an alternative paradigm for strategic management. Porter (2011) states that “Companies… must take the lead in bringing business and society together”. He goes on to emphasize that, in order to be sustainable, companies must offer products and services that meet societal needs and that the way to do that is to serve disadvantaged communities, the base of the pyramid, nontraditional communities, and urban areas. Prahalad (2005) identified the “fortune at the bottom of the pyramid”. In a related development, Hart and Christensen (2002) argued that disruptive technologies with high profit potential emerge when the needs of those at the base of the pyramid in emerging economies are sought to be addressed. 

The management challenge is to cope with, transcend, and even profit from these inevitable tsunamis of societal disruptions. This Special Issue seeks to address this challenge. Some of the questions that arise are:

  1. How does one meaningfully define the organization in a context where domains can shift in unpredictable ways, strategies are short-lived, boundaries are amorphous, and stakeholders have conflicting priorities?
  2. What is the role of constructs such as “identity” and “purpose” in the context of societal disruptions?
  3. What techniques of strategic planning and management control need to be developed and employed for addressing wicked problems?
  4. What forms of organizational structure can be designed to function in chaotic ambiguity?
  5. What are the strategic implications of the increasing income inequity (Piketty, 2014) that results from societal disruption?
  6. What are the essential elements of organizational culture that are needed for thriving in the face of disruptions?
  7. How can effective alliances be developed when facing the prospect of an unknown, perhaps unknowable future? 

These questions are illustrative of the issues on which papers in this Special Issue will focus. Theoretical papers, empirical analyses, and case studies are welcome. Papers that provide clear and insightful guidance to practicing managers are especially welcome. 

We request that, prior to submitting a manuscript, interested authors initially submit a proposed title and an abstract of 200-500 words summarizing their intended contribution. Please send it to the guest editors (camillus@pitt.edu or john.lipinski@iup.edu) or to the Administrative Sciences editorial office (admsci@mdpi.com). Abstracts will be reviewed by the guest editors for the purposes of ensuring proper fit within the scope of the Special Issue. Full manuscripts will undergo double-blind peer-review. 

We look forward to working with you to create an impactful compilation of work on Strategic Management and Entrepreneurship in the Time of Societal Disruptions. 

References:

Camillus, J. C., Ramanadhan, S. & Ganapathy, K. (2021). Strategy in the Time of Pandemics, Climate Change and the Kurzweil Singularity. Journal of Strategy and Management, 14(3), 300–314.

Courtney, H., Kirkland, J. and Viguerie, P. ( 1997). Strategy under uncertainty. Harvard Business Review, 75(6), 67–79.

Hart, S. L., & Christensen, C. M. (2002). The great leap: Driving innovation from the base of the pyramid. MIT Sloan Management Review, 44(1), 51–56.

Porter, M.E. and Kramer, M.R. (2011). Creating shared value. Harvard Business Review, 89(1), 62–77.

Piketty, T. (2014). Capital in the twenty-first century. Harvard University Press.

Prahalad, C. K. (2005). The Fortune at the Bottom of the Pyramid. Wharton School Publishing.

Prof. Dr. John C. Camillus
Prof. Dr. John Lipinski
Guest Editors

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Keywords

  • ESG
  • identity
  • purpose
  • societal disruptions
  • stakeholders
  • strategic management systems
  • strategic planning
  • organizational structure
  • strategy
  • values

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Published Papers (4 papers)

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20 pages, 442 KiB  
Article
India’s Entrepreneurial Awakening: Navigating Geopolitical Shifts and Domestic Policy Reforms
by Ramesh Soni, Kurt Schimmel, Frederick Slack and Jeananne Nicholls
Adm. Sci. 2025, 15(4), 122; https://doi.org/10.3390/admsci15040122 - 25 Mar 2025
Viewed by 458
Abstract
This paper examines the intersection between entrepreneurship government policy and managerial theory. The context chosen for this study is India. India has experienced a significant global geopolitical shift that is coinciding with India’s domestic policy reforms and notable domestic initiatives. Since 2014, India’s [...] Read more.
This paper examines the intersection between entrepreneurship government policy and managerial theory. The context chosen for this study is India. India has experienced a significant global geopolitical shift that is coinciding with India’s domestic policy reforms and notable domestic initiatives. Since 2014, India’s entrepreneurial ecosystem has seen a significant increase in the number of startups and unicorns. This paper presents arguments that the confluence of global realignments, such as the diversification of supply chains away from China and increasing interest in the Indo-Pacific region, along with domestic initiatives like “Make in India”, “Startup India”, and digitalization drives, along with massive investments in infrastructure improvements, have made India a desirable destination for entrepreneurial activity. By examining these factors through the lens of three theories—resource-based view, global value chain, and innovation ecosystem theory—this paper identifies key opportunities and challenges for entrepreneurs across various sectors. It is hoped that this research will contribute to a deeper understanding of India’s evolving entrepreneurial landscape. In addition, entrepreneurs, policymakers, and investors can benefit from this article to understand the opportunities and challenges India poses in order to contribute to India’s continued economic growth and its emergence as a global entrepreneurial powerhouse. Finally, this paper helps to bridge the gap between economic policy and management theory. Full article
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19 pages, 644 KiB  
Article
Does a Feedforward Orientation Provide Competitive Advantages Under Disruptive Conditions? A Review of Control Literature with an Illustrative Case
by Rajaram Veliyath
Adm. Sci. 2025, 15(1), 13; https://doi.org/10.3390/admsci15010013 - 30 Dec 2024
Viewed by 996
Abstract
This paper identifies the salient features of feedforward control and the advantages that it provides vis-à-vis feedback control. These advantages are especially salient in strategic control situations and also during periods of environmental turbulence and extreme strategic discontinuity. Consciously adopting a feedforward orientation [...] Read more.
This paper identifies the salient features of feedforward control and the advantages that it provides vis-à-vis feedback control. These advantages are especially salient in strategic control situations and also during periods of environmental turbulence and extreme strategic discontinuity. Consciously adopting a feedforward orientation in organizational strategic management processes could enhance an organization’s competitive advantages and potentially lead to sustainable, superior performance. Additionally, broadening the conceptual definition of feedforward (from its cybernetic origins) to also include strategic foresight might also enable organizations to develop dynamic capabilities. The example of Zara, a leader in ‘fast-fashion’ retailing, is presented as an example of how feedforward attributes can be identified, inculcated, and ingrained/retained as organizational attributes that become a part of an organization’s DNA. Moreover, when severe external environmental disruptions inevitably erode an organization’s resource bases and pose an existential threat to the organization’s survival, such a feedforward orientation could be the catalyst for coping, adapting, and developing new dynamic capabilities. These new capabilities can not only help organizations to counter newly emergent threats and survive, but also help them to dynamically cultivate and develop newer sources of competitive advantages. Full article
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34 pages, 1056 KiB  
Article
Navigating Adversity: Revisiting Entrepreneurial Theories in the Context of the Occupied Palestinian Territories
by John Lipinski and Ra’id Q. Shomali
Adm. Sci. 2024, 14(12), 313; https://doi.org/10.3390/admsci14120313 - 25 Nov 2024
Cited by 1 | Viewed by 1033
Abstract
This paper examines how political conflict shapes entrepreneurial activities, with a particular focus on Occupied Palestinian Territories. It focuses on the resilience and adaptability of entrepreneurs in conflict zones and the dual role of entrepreneurship in potentially exacerbating or alleviating conflicts. This paper [...] Read more.
This paper examines how political conflict shapes entrepreneurial activities, with a particular focus on Occupied Palestinian Territories. It focuses on the resilience and adaptability of entrepreneurs in conflict zones and the dual role of entrepreneurship in potentially exacerbating or alleviating conflicts. This paper adopts an integrative literature review with a structured approach. It combines elements of both systematic and integrative reviews to survey and synthesize the management and entrepreneurship literature to assess the impact of political conflict on entrepreneurial activity and vice versa, necessity versus opportunity entrepreneurship, and the role of entrepreneurship in peacebuilding. The findings reveal that while entrepreneurship can be a powerful engine for growth and innovation, its role in conflict settings is complex and requires careful consideration of the sociopolitical context. The paper concludes with policy recommendations for supporting entrepreneurship in conflict-affected regions and suggests directions for future research to inform practices and contribute to sustainable peace and economic development. Full article
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17 pages, 1773 KiB  
Case Report
Enduring Legacy: Proud Roots in an Uncertain Land
by Sand Mohammad Salhout and F. Robert Buchanan
Adm. Sci. 2025, 15(3), 84; https://doi.org/10.3390/admsci15030084 - 28 Feb 2025
Viewed by 945
Abstract
Siniora Food Industries of Palestine was facing a strategic dilemma. They had sold packaged meats for over 100 years in a challenging and risky environment. Siniora had carved a path of growth, expansion, and development, showcasing the power of endurance. Initially sold by [...] Read more.
Siniora Food Industries of Palestine was facing a strategic dilemma. They had sold packaged meats for over 100 years in a challenging and risky environment. Siniora had carved a path of growth, expansion, and development, showcasing the power of endurance. Initially sold by local shopkeepers, the company’s products had gone from local to regional. Publicly traded on the Jordan exchange, Siniora had become a famous brand in Jordan, the Gulf region, UAE, and Saudi Arabia. They used export as well as wholly-owned subsidiary manufacturing facilities. Siniora management considers currently stalled profitability, possible strategies, and risk as the case opens. They dream of a bold move that could span the Asian continent and take the company to the next level. Of course, such a failure could be catastrophic. What are some strategies that would be suggested? Furthermore, can we devise a thorough action plan considering the geopolitical context? Full article
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