Page - (000015) - in Digital Entrepreneurship - Impact on Business and Society

intrapreneurship and its position in the digital landscape is presented in the chapter “Digital Intrapreneurship: The Corporate Solution to a Rapid Digitalisation”, writtenbyGiffordPinchot III andMariuszSoltanifar, alongwithnumerousways to foster digital intrapreneurship, including a set of practical ways for managers to identify, surface and empower digital intrapreneurs. Digitalisation has tremendously challenged how international opportunities are created and captured. A comprehensive framework towards the impact of digital technologies on opportunity pursuit in foreign markets is offered in the chapter “Pursuing International Opportunities in a Digitally EnabledWorld” by Di Song andAiqiWu through identifying two perspectives of digital technologies, that is, digital technologies as a “driving force” and digital technologies as a “disrupting force”. By bridging these two perspectives with the notion of market-specific knowledge andgeneral knowledgewithin internationalisationprocess theory, some arguments regardingwhat specific influencesDTsplayon international opportunity pursuit are further introduced. The obstacles and opportunities that digital entrepreneurs encounter when they operate in developing countries are analysed in the chapter “Challenges and Opportunities for Digital Entrepreneurship in Developing Countries”, written by GeorgesSamara and JessicaTerzian.Three interviews, twoofdigital entrepreneurs and one of a consultants, offer insight into the challenges and opportunities for digital entrepreneurs operating in a developing context.Weak institutional infras- tructure and an environment characterised by corruption result in inaccessibility to start-up funds and a lack of policies and regulations that protect and support e-commerce, aswell as a deficiency in digitally competent and experienced labour capital. However, the use of familywealth as a source of start-upfinancial capital, the use of personal connections as a source of social and human capital and the rising educationondigital entrepreneurshiphave their uniquebenefits. Suggestions on improving the current institutional infrastructure for digital entrepreneurs in developing countries are offered. In 2020, the United Nations launched the Decade of Action to achieve the Sustainable Development Goals (SDGs) by the year 2030. As the SDGs are interdependent and interdisciplinary, somustbe their solutions.Entrepreneurship is arguably the best way to identify, develop and scale solutions of such quality by building on the principles of open innovation, cutting-edge technologies and social business. The2020COVID-19pandemic serves as a stark reminder of the interdependent and interdisciplinary nature of the SDGs, as well as the challenges we face in achieving them. The third SDG (SDG-3), Good Health and Well-Being, is dis- cussedwith this theme inmind. The potential for digital entrepreneurship to foster the rise of new forms of (digital) health care and to accelerate the digitalisation of the healthcare sector is explored. Three case studies are provided in the chapter “Digital Entrepreneurship for the ‘Decade of Action’”, authored byManouchehr Shamsrizi, Adalbert Pakura, Jens Wiechers, Stefanie Pakura and Dominique V.Dauster, as examples of digital entrepreneurship that utilise inwholeor inpart a combination of open innovation, future and emerging technologies, and or social Introduction xv