Many scholars have researched in the field of entrepreneurship and innovation; nevertheless, little attention has been given to a causal relationship between these two concepts; entrepreneurial intention and innovation. In the conventional view, a single outstanding entrepreneur has an intention to induce innovation, and connects market opportunities and resources. However, this view cannot fully explain the situation of entrepreneurial activities led by a team. This article presents a new research framework in entrepreneurship research. First, an entrepreneur can have a relational intention that leads to constructing a partnership. Second, such a partnership, not an individual entrepreneur, has an emerged innovative intention that leads to carrying out innovation in order to establish the competitive advantage. Adopting this framework, we examine cases in the Japanese film industry and clarifying the relational development between entrepreneur's intention and innovation. From this study a new theoretical foundation on the dynamics of entrepreneurial intentions and outcomes in creative industries arises, and it unpacks the initial stage of innovation where organizations are newly created by employing micro viewpoints such as individuals and partnerships.

Purpose The strategic entrepreneurship (SE) literature exists at the intersection of the strategy and entrepreneurship literatures and has grown rapidly over the past two decades. This study aims to document the proliferation of research papers and identifies the major thematic clusters of topics and other summary information for the SE research domain. Design/methodology/approach This is a systematic bibliometric review of 586 articles published over the period 2009–2019 in 143 journals. The inductive quantitative assessment of these articles uses meta-data driven techniques that prioritize reproducibility and rigor in the process of literature analysis. Findings This study identifies six main themes in the strategic literature, namely, Sustainable Competitive Advantage; Knowledge Management; Ecosystems; Strategy; Entrepreneurialism; and Organization and Management. It also reports data on a variety of issues including research techniques, country of data, co-author count and trends and differences between journals based on their journal impact factors and calls for more research in key areas. Originality/value An innovative original analytical tool was developed to facilitate the analysis of research papers in this growing field. This online tool allows multiple tags to be attached to each paper by multiple authors working simultaneously to identify keywords and other aspects that were subsequently used to identify six main thematic areas within the SE literature. This paper highlights emerging research trends and identifies gaps in the literature that provide opportunities for further research in this field.

This paper attempts to synthesise the theoretical research on entrepreneurship and social capital undertaken in previous studies, and presents a multi‐dimensional view of entrepreneurship. In examining overviews of past single perspective entrepreneurship research, this study shows that the primary role of entrepreneurs in organisation emergence is to acquire knowledge and create social capital properly. This process is necessarily accompanied by creation of knowledge communities to establish the domain consensus of new organisations among various stakeholders paying particular attention to the fragility and dysfunctional side of entrepreneurship and social capital. The paper concludes with a hypothesis and suggestions towards a future research agenda. It is hoped that, as a result of this theoretical development, this paper will help to focus greater attention on the concept of entrepreneurship in studies of management development.

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In the context of the Corporate Governance Code enactment in Japan, we examine how newly introduced outside directors in Japanese boards obtain information to take part in the decision-making process. We conducted a systematic review of the literature and found 18 peer-reviewed publications in a time span between 2000 and 2016 that described the asymmetry of information between the insider group of board directors (including the CEO) and the outside board members. Our findings show that for the course of more than a decade, despite all changes and reforms, the role of board directors, whether insiders or outsiders, is still supplementary. They are treated more as advisors than active part in the decision-making process. We reveal different insider sources of information as forming social ties with the CEO and/or inside board directors and collaboration with Audit & Supervisory Board (Kansayaku), which can help reduce this asymmetry and improve the decision-making process. We assume that it will be easier for the outsiders to establish contacts and form social ties with the Audit & Supervisory Board members because of their unspoken lower status and thus to obtain more information about the company internal affairs and discussions that take place during the informal meetings, where only insiders (including the CEO) are present.