Introduction

While we tend to think of entrepreneurs only as individuals or groups who create “firms”—that is, organizations whose primary goal is to create wealth—social scientists who study organizational emergence and entrepreneurship have been using the word “entrepreneur” to describe a broad range of organizational founders, from those starting schools and hospitals to those founding savings and loan associations and art museums. But consistently these scholars leave churches out of their examinations of entrepreneurial orientations and actions. This book is an attempt to disrupt this impulse by shining a light on a unique, but not insubstantial, set of organizational founders: individuals who start new churches. This chapter introduces three questions: (1) Are church founders “entrepreneurs”? (2) What motivates religion entrepreneurship in a crowded and competitive field trying to appeal to an increasingly anti-institutional-religion customer base? (3) What factors reduce these entrepreneurs’ uncertainty and fear of failure?

Emotions as Self-Organizational Factors of Anthropogenesis, Noogenesis and Sociogenesis

Purpose. The purpose is to prove the synchronicity of anthropogenesis, noogenesis and sociogenesis based on emotions, which are their self-organizational principles, as well as to reveal the synergistic essence of these processes. Theoretical basis. The study is based on the self-organizational paradigm, the theory of autopoiesis, labour theory, pananthropological concept, as well as on the concept of synergy of biological and mental phenomena. Originality. The concept of synchronicity of anthropogenesis, noogenesis and sociogenesis based on the emotions is substantiated. The concept of self-organizational emergence of emotions on the basis of hormones is developed. It is established that anthropogenesis is a process of anthropologisation of life based on biochemical reactions in the form of hormones and emotions, which are a synergy of genetic information, biochemical processes, instincts, and physiological phenomena. It was outlined that noogenesis has an emotional dimension, because emotions are the basis for self-organization of rationality, which begins at the level of emotional consciousness. The author shows the specifics of sociogenesis, which self-organizes based on social emotions, which in their turn "distinguish" a man from the sphere of natural existence based on the ability to control emotions. Conclusions. Emotions arise self-organizationally on the basis of hormones. They are self-organizational factors of anthropogenesis, noogenesis and sociogenesis based on the synergistic effect that arises through the combination of emotions and hormones at the biochemical level. The basic principle of anthropology is emotions that synchronize anthropogenesis, noogenesis and sociogenesis, which manifests themselves on the physical, mental, and spiritual levels. At the bodily level, emotions are expressed as biochemical and hormonal reactions. At the spiritual level emotions create the basis for the development of the mind, which originates as emotional consciousness. Emotions self-organize the process of anthropologisation of life, which is possible based on the synergy of human genome, biochemical, physiological phenomena and instincts. The concepts of synchronicity of anthropogenesis, noogenesis and sociogenesis and self-organizational emergence of emotions based on hormones initiate a promising direction of further research of the role of emotions in the processes of self-organization of social phenomena.

Managing New Ventures

The creation of new ventures and growing them into well-established organizations is the key purpose of managing new ventures. This chapter explains the 10 most essential subtopics for managing new ventures (Shepherd et al. in Journal of Management 47:11–42, 2021): (1) lead founder, (2) founding team, (3) social relationships, (4) cognitions, (5) emergent organizing, (6) new venture strategy, (7) organizational emergence, (8) new venture legitimacy, (9) founder exit, and (10) entrepreneurial environment. This chapter ties these “managing” subtopics into the three major stages of the entrepreneurial process—co-creating, organizing, and performing. The framework provides a cohesive story of managing new ventures.

Creating New Ventures: A Review and Research Agenda

Creating new ventures is one of the most central topics to entrepreneurship and is a critical step from which many theories of management, organizational behavior, and strategic management build. Therefore, this review and proposed research agenda are relevant to not only entrepreneurship scholars but also other management scholars who wish to challenge some of the implicit assumptions of their current streams of research and extend the boundaries of their current theories to earlier in the organization’s life. Given that the last systematic review of the topic was published 16 years ago, and that the topic has evolved rapidly over this time, an overview and research outlook are long overdue. From our review, we inductively generated 10 subtopics: (a) lead founder, (b) founding team, (c) social relationships, (d) cognitions, (e) emergent organizing, (f) new-venture strategy, (g) organizational emergence, (h) new-venture legitimacy, (i) founder exit, and (j) entrepreneurial environment. These subtopics are then organized into three major stages of the entrepreneurial process: co-creating, organizing, and performing. Together, the framework provides a cohesive story of the past and a road map for future research on creating new ventures, focusing on the links connecting these subtopics.

Understanding the emergence of a social enterprise by highly skilled migrants

PurposeThe purpose of this paper is to examine the emergence of a social enterprise by highly skilled members of a diaspora. While most literature has focused on government intervention for diaspora engagement and monetary remittance flows from migrants, less attention has been paid to the transfer of social remittances and social enterprises created by diasporas. Based on the concept of social remittances, social network theory and motivation perspectives, this study unpacks the emergence of a social enterprise by highly skilled migrants of a developing country.Design/methodology/approachThis study examines social enterprise emergence through an autoethnographic approach to describe and systematically analyze personal experience. This approach allows to understand cultural experience around the emergence of a social enterprise created by diverse members of a diaspora.FindingsFindings reveal that diaspora knowledge networks (DKNs) can emerge through the activation of a highly skilled diaspora network structure. Core diaspora members can activate a latent network of highly skilled migrants that wish to fulfill intrinsic motivations. Findings support the extend current understandings of social remittances by highly skilled migrants, who emerge as a transnational community that desires to stay connected to their country-of-origin and can support the emergence of a transnational network structure for development. The findings reveal that place attachment, sense of duty and well-being are key factors for highly skilled migrants to engage in DKNs.Originality/valueThe paper contributes to literature on networks and migrant-based organizational emergence by examining how and why highly skilled migrants from a developing country engage in the emergence of a DKN. Findings challenge previous views of government intervention and provides evidence on how the transmission of collective social remittances can flow trans-nationally, making highly skilled migrants effective agents of knowledge circulation and DKNs a vehicle for transmission. More specifically, the study provides evidence of the relevance of transnational features in the context of diaspora networks that lead to organizational emergence. It underscores the influence of interrelated motivations in diaspora engagement studies.