The primary objective of the second ICDTM’25 is to establish a distinctive forum for the examination of significant trends influencing social entrepreneurship through the integration of emerging technologies. It offers a chance for researchers, practitioners, policymakers, and entrepreneurs to exchange experiences, deliberate on the most effective strategies, and investigate potential areas for collaboration to improve the social impact of these technologies. The conference places a special emphasis on the relationship between social entrepreneurship and the use of emerging technologies, to build an international network of researchers and committed practitioners to promote a sustainable and fair future. It encourages submissions that propose new approaches to address social challenges through digital tools.

 

Argument

Digitalization, as an emerging field of research, presents numerous challenges for both academics and practitioners. Since 2015, publications in this area have been increasing, intersecting with various disciplines such as management, business, economics, library and computer science, and business economics, etc. (Pan et al., 2020). In a bibliometric analysis, Pan et al. (2020) argue that much of the research addresses (a) the impact and application of digital transformation in business, (b) the role of digital technology in promoting entrepreneurship and innovation, and (c) the business value created by artificial intelligence (AI), machine learning, and other high-tech advancements.

For companies, digitalization is no longer optional; it is not just a trend but a critical factor for survival. Digitalization is a continuous process involving three phases: digitization, digitalization, and digital transformation (Verhoef et al., 2021).

Digitization involves converting data into digital form, primarily leading to cost reduction.  Digitalization refers to using digital tools (e.g., Blockchain, IoT, digital twins, etc.) in various business processes, which often results in process automation.

Digital transformation (DT) requires a high level of maturity and leads to changes in the business model through the full integration of emergent technologies to create new value (Vial, 2019; Zhu et al, 2021; Kraus et al., 2021). This complex process influences organizational structures and hierarchies (Plekhanov et al., 2023). The study of digital transformation is expanding each year, encompassing a broad range of contexts and topics.

Digital transformation is a multidisciplinary phenomenon related to strategy, psychology, innovation, and information systems management (Zhu et al., 2021). However, most research has concentrated on traditional business areas, with comparatively less focus on the context of entrepreneurship (Nambisan, 2017; Sussan & Acs, 2017; Nakara et al., 2021). Most studies focus on well-established companies, often neglecting the unique aspect of social enterprises and entrepreneurial initiatives. In this context, the dynamics of digital transformation can differ significantly.

Research on digital entrepreneurship involves the use of digital technologies by organizations and the digitization of physical assets; it can also include e-commerce (Purnomo et al., 2021). Exploring the relationship between digitalization and the different forms of entrepreneurship such as startup, social entrepreneurship, associative entrepreneurship, and green entrepreneurship would be valuable.

Plekhanov et al. (2023) identified research topics related to the DT across three layers: (1) the external environment layer which includes supply chain management, digital ecosystems, cooperation with customers, competitive dynamics, and sustainability: (2) the organizational periphery which concerns organizational processes, digital servitization, and digital platforms; and (3) the organizational core which focuses on the business model and organizational structures and culture.

Although these studies extensively cover digital transformation in organizations, they tend to focus on the organization as an economic entity, primarily addressing organizational and technological changes (Nadkarni & Prügl, 2021) neglecting the social impact of DT.

Therefore, our understanding of this phenomenon and its implications at various levels of analysis remains incomplete (Vial, 2019). Social organizations, including social enterprises, NGOs, cooperatives and foundations, often pursue social objectives or a blend of social and financial goals. They play a crucial role in fostering social harmony and economic development in both developed and developing countries (Wang et al., 2018).

Although their contributions are context-specific, they play a crucial role in the digital ecosystem by fostering social innovations through emerging technologies. Examples include microfinance platforms that leverage blockchain to provide easier access to loans for disadvantaged communities, and mobile health solutions that enhance healthcare access in rural areas. It is important to note that further research is needed in this area, particularly by reevaluating current frameworks to offer more comprehensive perspectives, such as responsible digital transformation (Pappas et al., 2023).

Sample topics

Areas of interest include, but are not limited to:

• Responsible Digital Transformation and Governance
• Digital Entrepreneurship
• Intrapreneurship and Digital Transformation
• Innovative Social Business Models
• Funding for Social Entrepreneurship: Trends and Challenges
• Measuring Social Impact: Methodologies and Practices
• Role of Public Policies in Social and Sustainable Entrepreneurship
• Emerging Technologies in Social Organizations: Potential and Applications
• Internet of Things (IoT) for Community-Based Development
• Startups and Social Impact: Challenges and Successes
• Technology Integration and Social Entrepreneurship
• Role of Technological Enterprises in Promoting Social Initiatives
• Digitalization and the Social Entrepreneurship Ecosystem
• Artificial Intelligence and Ethics: Developing Responsible AI to Address Social Issues
• Technologies for Sustainable Development
• Social Networks and Activism
• Circular Economy and Innovation

Submission guidelines

The initial submission should include an abstract of 300-500 words that addresses one or more of the above-mentioned topics. All submissions must be original contributions to the field of research, both in theory and practice. Submissions should be uploaded through the Easychair platform: https://easychair.org/account2/signin?l=8878776936766429832

before Dec. 15^th, 2024

Submission (in English or French) must include the following information:

• The title of the research
• Name(s) of the author(s)
• Authors’ affiliation (s)
• Abstract (300 -500 words)
• Keywords
• Please mention the research axis

Important dates

• Abstract  Submission Deadline : Dec. 15^th, 2024
• Abstract  Acceptance Notification : Dec. 31^st, 2024
• Full Paper Submission : Jan. 31^st,  2025
• Notification for Revision : Feb. 28 ^th, 2025
• Final Submission: Mar. 29^th, 2025
• Registration Deadline : Apr. 30^th, 2025
• Conference Date and Location : Hammamet, Tunisia, May  30-31st, 2025

Publication and networking

Selected papers will be published in the conference proceedings. Additionally, some papers will be chosen for publication in our partner journals of the ICDTM’25. The conference also provides an opportunity to network and establish sustainable relationships.

Advisory Committee

Pr. Samiha GHARBI, Director of RIGUEUR Laboratory

Pr. Walid A. NAKARA, Director of Chair BEST, MBS School of Business

Pr. Annabelle JAOUEN, Director of Entrepreneurship Center, MBS School of Business

Dr. Ibticem BEN ZAMMEL, RIGUEUR Laboratory

Dr. Karima DHAOUADI, RIGUEUR Laboratory

Dr. Leila ENNAJAH, RIGUEUR Laboratory

Dr. Wafa KORT, RIGUEUR Laboratory

Dr. Tharwa NAJAR, RIGUEUR Laboratory

Dr. Marroi Laaraj, MBS School of Business 

Scientific committee

Nadia ABAOUB, Thema, ESCT, Tunisia

Adel ALOUI, ISTEC Business School, CERI, France

Mokhtar AMAMI, Professor Emeritus of Strategic Management of Technology,  Royal Military College, Canada

Jamel AZIBI, FSJEGJ, Tunisia  Mohamed Anis BACH TOBJI, LARODEC, ESEN, Tunisia

Belgacem BCHINI, ARBRE, ISGT, Tunisia Olfa BELKAHLA, ESCT, Tunisia

Hajer BELLALOUNA, ESCT, Tunisia

Hazem BEN AISSA, LARIME, ESSECT, Tunisia

Anissa BEN HASSINE, LARIME, ESSECT, Tunisia

Kaouther BEN MANSOUR, ESCT, Tunisia

Senda BEN SEDRINE, ARBRE, ISGT, Tunisia

Imen BEN YAHIA, ESCT, Tunisia

Ibticem BEN ZAMMEL, RIGUEUR, ISCAE Tunisia

Sami BOUDABBOUS, FSEGS, Tunisia

Younès BOUGHZALA, University of Savoie, France

Houyem CHEKKI, LEGI, ISCAE, Tunisia

Souad CHOUK, LIGUE, ESCT, Tunisia

Wafi CHTOUROU, ECSTRA, IHEC, Tunisia

Karima DHAOUADI, RIGUEUR, ISCAE, Tunisia

Jihene EL OUAKDI, GEF2A, ESEN, Tunisia

Azza FRIKHA, Méthodes Marketing, ESCT, Tunisia

Olfa FRINI, ECSTRA, ISCAE, Tunisia

Said GATTOUFI, ISGT, Tunisia

Jameleddine GHARBI, VPNC, FSJEGJ, Tunisia

Samiha GHARBI, RIGUEUR, ISCAE, Tunisia

Khaled GHEDIRA, UIK, Tunisia

Rim HACHANA, ESDES, Université Catholique de Lyon, France

Slim HADOUSSA, ESLI Paris Cachan, France

Houda HAKIM GUERMAZI, LIGUE, ENSI, Tunisia

Mohamed HAMDOUN, LISEFE, ESSECT, Tunisia

Lamia HECHICHE, PRISME, ISGT, Tunisia

Rim JALLOULI, ESEN, Tunisia

Annabelle JAOUEN, MBS, France

Samia KAROUI, LISEFE, FSEGT, Tunisia

Lassaad LAKHAL, LAMIDED, FSEG Sousse, Tunisia

Rahma LAOUITI, Brest Business School, France

Kais LASSOUED, RIGUEUR, IHEC, Tunisia

Mohamed LOUADI, ISGT, Tunisia

Moez LTIFI, Shaqra university, KSA

Adnan MAALAOUI, MBSC, Saudi Arabia

Karim MEZGHANI, FSEGS, Sfax University, Tunisia

Lassaad MEZGHANI, IFIC, AUF, Tunisia

Imen MZID, IHECS, Sfax university, Tunisia

Tharwa NAJAR, RIGUEUR, ISAE Gafsa, Tunisia

Walid A. NAKARA, Chair BEST, MBS School of Business, France

Sana ROUISSI SKANDRANI, Senior Lecturer in Information, Handelshögskolan vid Karlstads universitet, Sweden

Chiraz SAIDANI, LARIME, ESSECT, Tunisia

Sofiane TOUMI, RIGUEUR, ISCAE, Tunisia

Imed ZAIEM, ENVIE, FSEGN, Tunisia

Mahmoud ZOUAOUI, LISEFE, ESCT, Tunisia