Beyond green niches? Growth strategies of environmentally-motivated social enterprises

Abstract

The article examines the strategies by which environmentally-motivated social enterprises seek to scale up their positive impacts, drawing on a theoretical understanding of the role of entrepreneurial agency in transitions to a more sustainable economy and society. Case study evidence is used to explore different forms of enterprise growth, contributions to economic, environmental and social value, and the capabilities involved in their realisation. A typology of three distinct approaches or modes is introduced to help explain orientations and strategies that reflect both conventional conceptions of growth and alternative ways of growing social and environmental value. The role of values, capabilities and relational learning in shaping strategies and addressing the tensions and challenges encountered within each category is highlighted.

Sustainable Entrepreneurship Orientation: A Reflection on Status-Quo Research on Factors Facilitating Responsible Managerial Practices

“…As mentioned above, entrepreneurs have to be able to influence opinion leaders and key actors to get the most out of their capability of establishing [101] and modifying powerful relationships among different actors [102]. This need helps make clear the critical nature of ecologically-sustainable entrepreneurs with their external environment [73,[103][104][105]. Here, there is no recognizable further distinction or separation between formal and informal institutions [106][107][108], nor is there cooperation and mutual support in networks [109][110][111].…”

Towards a ‘Long View’: Historical Perspectives on the Scaling and Replication of Social Ventures

“…Social ventures are widely seen having an essential role to play in addressing the world's most persistent and pervasive social and environmental problems (e.g Schorr 2009; Vickers and Lyon 2012). In a context of widespread fiscal constraints and a generalised retreat from direct public sector provision, governments around the world are examining the potential of social ventures as an alternative vehicle for service delivery (Levander 2010;Defourny and Nyssens 2010).…”

Unpacking 'Give Back Box:': A Social Enterprise at the Intersection of Leadership, Innovation, and Sustainability

“…al., 2013). An effective social enterprise uses multiple metrics to recognize healthy social returns-e.g., fighting poverty, increasing educational opportunities, and improving the environment--as well as economic returns (Thompson & Doherty, 2006;Vickers & Lyon, 2014). Thus, the SE bottom line reflects the intersection of the Jesuit leadership tradition with commercial business enterprise (Kim et.…”

“…According to research by Vickers and Lyon (2014), a social enterprise's growth strategies are shaped by the founders' values and relationships, the core team's skills and capabilities, and the influence of the communities in which they operate. Drawing from their own values and expertise, GBB's founders and partners have targeted several areas for the SE's continued growth.…”