New organizational forms in emerging economies: Bridging the gap between agribusiness management and international development

Purpose
This editorial article introduces and analyzes a variety of new organizational forms that rapidly emerged in Africa, Asia, Latin America and Eastern Europe in the latest two decades. Among the others, these include: business model partnerships, business platforms, incubators and hubs, public–private partnerships, agribusiness companies' foundations and spin-offs, short supply chains, community-supported agriculture and other community self-organizing experiences. Building upon the recent literature and the five selected papers in this special issue, the authors discuss what is novel in these organizations and why, when and how they emerge and evolve over time.

Design/methodology/approach
The authors identify three elements that, when considered together, explain and predict the emergence and evolution of these new organizational forms: institutions, strategies and learning processes.

Findings
The authors demonstrate that societal actors seeking to (re)design these new organizational forms need to consider these three elements to combine the pursuit of their interests of their own constituencies with the sustainable development goals (SDGs).

Originality/value
Taking stock from the literature, the authors invite future research on new organizational forms to take explicitly the pursuit of the SDGs into consideration; to build upon a process ontology; and to deeply reflect on our positionality of scientists studying and sometimes engaging in these organizations.