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The purpose of this paper is to analyse in‐depth collaboration as a process that emerges from interactions among individuals in order to develop entrepreneurial actions within established family firms. The research is contextualized in the metal sector in Catalonia (Spain), using institutional economics as a theoretical framework of reference.

Methodologically, the paper adopt an exploratory perspective and employs a qualitative approach. In particular, a multiple case‐study is used to gain deep insights into a contemporary and complex issue within its real‐life context, and two case studies are purposefully selected in order to be able to conduct cross‐case comparisons.

In the early formation phase of collective entrepreneurship, there are similarities reflecting the networks status of both cases. In contrast, there are some variations concerning the development of collective entrepreneurship within the businesses which affect the type of corporate entrepreneurship (CE) activities developed by the firms.

By using a case study approach, it is hard to validate the theories for any more general applicability.

Promoting trust in the organizational context, owner‐managers may assume the role of intrapreneurs as network or human interaction builders within businesses, in order to promote CE through collective activities.

The paper shows that CE activities may be understood from a collective action among employees and owner‐managers. The paper also demonstrates that the phenomenon can be place into a broader theoretical context, taking into account the considerations included in institutional economics.

The purpose of this paper is to add new theoretical insights on the employee‐organization relationship (EOR) in the context of corporate entrepreneurship (CE), specifically in collective entrepreneurship.

The paper presents a brief overview of the content of each of the articles included in this special issue.

In the last decades, the study of the EOR has become an integral part of the literature as an approach aimed to provide the theoretical foundations to understanding the employee and employer perspectives to the exchange. Also, the greater complex environment and the higher level of innovativeness have pushed firms to become more entrepreneurial in order to identify new opportunities for sustained superior performance. In this context, emerges CE and involves not only formal activities to enhance product innovation, risk taking and a proactive response to environmental forces, but also organizational learning, driven by collaboration, and commitment. Specifically, different EORs and specific human resources management practices are required in the light of collective entrepreneurship, understood as work among entrepreneurial teams within the organizations and collaboration among employees.

The paper provides an overview of the EOR in collective entrepreneurship.