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Now almost twenty years ago, strategic entrepreneurship emerged as a new and high-potential field of research at the crossroads of the entrepreneurship and strategic management literatures. In this review, we track the development of this new field of research to see whether it has lived up to the original promises. Based on the review of 131 articles that have appeared over the period 2001-2019, we conclude that strategic entrepreneurship research is yet to develop the coherence and momentum that will allow it to take off more emphatically. In the discussion, we outline a set of interrelated issues concerned with conceptual ambiguity, model boundaries, and consistency in the application of conceptual foundations which we believe have had an attenuating effect on past developments of the field. We conclude our review by identifying a number of avenues for future research, alongside a pressing need for producing firmer practical guidelines for how to effectively integrate the entrepreneurial and strategic aspects of management.

The strategic entrepreneurship field has established the importance of an entrepreneurial organizational environment within companies. However, extant research has failed to show how the association of organizational factors with different strategic corporate entrepreneurship practices unfolds in service businesses. Given the role of financial services, this study addresses a relevant gap in the literature. An empirical analysis from financial services firms in Sweden, using Structural Equation Modelling, shows that whereas organizational factors such as management support and reward/reinforcement have a positive effect on both incremental and discontinuous strategic corporate entrepreneurship practices, the organizational factor work discretion presents a differentiated effect. From a theoretical perspective, the study provides an important step toward understanding the internal factors that spur employees toward different strategic corporate entrepreneurship in financial services firms. In terms of practical implications, the results offer a valuable perspective for managers in these firms to create or improve an internal organizational environment that facilitates strategic corporate entrepreneurship practices. 

The paper aims to clarify how effectual and causal decision-making evolve when creating and developing new ventures and what may drive change points in the use of effectual and causal decision-making. The study adds a hybrid perspective to the body of research on entrepreneurial decision-making by illustrating how effectual and causal modes are combined when creating and developing new ventures (rather than using one or the other mode exclusively). It also shows how the intensity in the use of one mode of decision-making changes over time. Moreover, the study advances a novel and dynamic model of what drives shifts in entrepreneurs/companies’ decision-making modes, adding to the literature a new external condition, changes in regulations, as an immediate condition influencing the use of either decision-making mode when creating and developing new ventures. The proposed model can be a useful tool to stimulate practitioners regarding external conditions shaping the new venture, including the repercussions and outcomes of using certain decision-making modes. Furthermore, using archival material as primary data, the study pioneers new approaches regarding data sources and data collection different from those conventionally applied in entrepreneurship research. 

The aim of the study is to better understand start-ups' entrepreneurial business formation processes from a contextual perspective. We examine a digitalization process in the healthcare sector in Sweden, and investigate the start-up processes taking place in order to reach a better understanding of what it takes for new actors to obtain an insider position in this particular type of highly regulated networks. The study offers important insights into the dynamics of constituent elements in the process, including the sequences of events through which startup processes evolve, and insights into new ventures' initial entry into a business network. It is concluded that the studied processes were interactive, forcing the start-ups to be both innovative and able to conform. It was also found that legitimacy constitute an important resource in this type of politically sensitive context.