http://mc.manuscriptcentral.com/nvsq Nonprofit and Voluntary Sector Quarterly 2 commercial performance can help to improve SEs' social performance because the revenue generated by commercial activities can be used to improve SEs' social activities. On the other hand, researchers argue that uncertainty within the context of business activities may create structural tension, leading to the underachievement of both the commercial and social objectives (Foster & Bradach, 2005; Weisbrod, 2004). Since each side provides valid propositions, we investigate how the potential effects of one aspect of practice (i.e. social and commercial) positively moderate the impact of SO behavior in another. Thirdly, we answer the call from scholars regarding the urgent need to conduct a large scale quantitative data analysis of SEs (e.g. Dacin, Dacin, & Tracey, 2011). THEORETICAL BACKGROUND Brief summary of SE researches The pursuit of transforming a traditional third sector organization into a more commercialized entity-an SE-has become increasingly popular over the last decade, due to the strong economic and political forces encouraging traditional third sector organizations to seek financial independence (Coombes, Morris, Allen, & Webb, 2011; Dacin et al., 2011). Recent studies on SEs can be divided into three major streams of literature. The first emphasizes the definition of SEs' concept and domain (e.g. Austin, 2000; Mair & Marti, 2006), and debates what they are and what constitutes SE practice. The second research stream studies the SE business model (e.g. Cooney, 2011; e.g. Foster & Bradach, 2005; Weisbrod, 2004), focusing on investigating the uniqueness of the SE hybrid business model that combines both the commercial and social aspects of business operations, highlighting the structural tensions of the model and the legitimacy of SEs' commercial involvement, and developing managerial implications regarding SEs' operation. Finally, the third stream of studies documents the impact on performance when SEs adopt strategic marketing or

cause-related marketing, resource-based view, resource-dependence theory, legitimacy, social alliance, corporate social responsibility,

We develop a framework to explain the underlying processes by which social entrepreneurial passion affects social innovation performance. The findings from a survey of 229 U.K.-registered Community Interest Companies indicate that social entrepreneurial passion can positively influence social innovation performance through creative solution generation capacity (CSGC). We also distinguish the moderating effects of different interorganizational network connections on the relationship between social entrepreneurial passion and CSGC. Our findings reveal that network connections with commercial firms are a stronger moderator of the relationship between social entrepreneurial passion and CSGC than network connections with other social enterprises. We discuss the theoretical and managerial implications of our findings.

Drawing on the resource‐based theory and institutional theory, we develop a framework to explain the processes by which the environmental strategy of small‐ and medium‐sized enterprises (SMEs) contributes to their competitive advantage. We test our assumption using data collected from 214 UK‐based SMEs in the technology sector. We find that the effects of environmental strategy can lead to development of their marketing competence, as well as research and development (R&D) competence, which ultimately contributes to superior financial performance. We also find that a reciprocal causal relationship exists between SMEs' marketing and R&D competences. Combined, we reveal the presence of a serial multiple mediation relationship between SMEs' environmental strategy and financial performance through marketing competence and then R&D competence, or vice versa. Our study offers important academic and managerial implications, and also points out future research directions. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment

The corporate social responsibility literature devotes relatively little attention to the strategic role played by employee voluntary activities (EVAs) in social alliances. Using the resource-based perspective of the organization to frame the data collection and the analyses, this article investigates: (1) the role of EVAs in the development of corporate and non-profit organizations (NPOs) competitive assets and (2) the management approaches to how both parties can develop their own resources by combining them with the shared resources with the purpose of enhancing its competitive advantage in its own sector. The database is composed of 70 specifically designed interviews with managers of UK-based firms and NPOs. The analyses suggest, among other things, that the majority of corporate and non-profit managers find that EVAs generate substantial tangible and intangible benefits for their respective organisations, creating genuine synergies. We also find evidence of a general preference for the management approaches of such programmes in both types of organisation.