Table 8 The future lines of investigation

Theoretical

1. Social Cognitive theory is still rarely used in research into artisan entrepreneurship, which is in line with Crowley (2019), who argues that three main perspectives must be identified in the study of artisan entrepreneurship behaviour, one of which is the study of factors at the micro-level such as cognition as an antecedent to the behaviour of artisan entrepreneurship

2. For future research to use stakeholder theory, considering that this business conception is more humanistic because it reflects awareness of the role, purpose, directions, and long-term impacts on society

3. Future research should adopt Competitive Dynamics theory to understand how the dynamism and intensity of the business environment can lead to profit (Chen et al., 2010) in the context of artisan entrepreneurship

Methodology

1. Subsequent research should adopt a quantitative approach. In several existing studies, researchers have tended to choose business owners or managers and ignored other workers on a technical level, such as artisans (craftsmen), who are key resources of artisan entrepreneurship (Marques et al., 2018)

2. The results of this review suggest that much research related to artisan entrepreneurship has been conducted in developing countries. Therefore, it is important to conduct research in developed countries and deepen the complexity of research by adding a selection of samples such as business owners, managers, and artisans

3. Many studies on artisan entrepreneurship have used a qualitative approach to build a theoretical framework but have not proceeded with quantitative methods to test findings. Therefore, this paper suggests that future research studies use a mixed-methods approach, in which the researcher builds the initial theory and conducts testing to strengthen findings

Antecedent and consequences

1. Future research opportunities to integrate antecedents in empirical and conceptual research. For empirical research, this study suggests collecting data from internal and external stakeholders to explain stakeholder support (artisans, consumers, government, suppliers, and investors) in developing artisan entrepreneurship

2. Stakeholders are part of the strength of the organization to determine the five dimensions of competitive dynamics, namely competitive objectives, ways of competing, list of actors, tools of action, and timing. These dimensions are useful in distinguishing the mode of competition called relational competition (Chen & Miller, 2014) to remain both competitive and relational in the industrial ecosystem

3. Future research as one of the consequences of individuals in the context of artisan entrepreneurship is individual well-being. Individual well-being is an individual consequence of organizational performance when artisan entrepreneurship maximizes its performance (Loarne-Lemaire et al., 2020)