Dual Identities in Social Ventures: An Exploratory Study

Moss, Todd W.; Short, Jeremy C.; Payne, G. Tyge; Lumpkin, G. T.

doi:10.1111/j.1540-6520.2010.00372.x

Cited by 275 publications

(284 citation statements)

References 136 publications

(183 reference statements)

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“…Although initially written in 1978, The Synonym Finder remains deeply rooted and widely accepted within the academic landscape (e.g., Brigham et al 2014;McKenny et al 2013;Moss et al 2011;Podsakoff et al 2016;Vracheva et al 2016;Zachary et al 2011a). Owing to this impressive coverage, we decided to apply The Synonym Finder over other comparable and more recent dictionaries.…”

Section: Capturing Investment Motivation Through Catamentioning

confidence: 99%

A world of difference? The impact of corporate venture capitalists’ investment motivation on startup valuation

et al. 2017

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Corporate venture capital (CVC) investors are regularly painted with the same brush, a fact underscored by the often observed belief in the extant literature that corporate venture capitalists (CVCs) form a homogeneous group. In contrast to this simplifying perspective, this paper categorizes CVCs into subgroups by examining their levels of strategic and financial investment motivation using computer-aided text analysis and cluster analysis. To validate the resulting clusters, this paper studies the impact of CVC type on startup valuation from an intra-group perspective by applying hierarchical linear modeling, thus illustrating which particular investment motivation might be preferable to others in the context of negotiating valuations. An empirical analysis of 52 CVC mission statements and 147 startup valuations between January 2009 and January 2016 revealed that first, CVCs with a strategic investment motivation assign lower startup valuations than CVCs with an analytic motivation that have moderate levels of the two scrutinized dimensions, suggesting that entrepreneurs trade off these CVCs' value-adding contributions against a valuation discount; second, CVCs with an unfocused investment motivation pay significantly higher purchase prices, thus supporting the hypothesis that they have a so-called liability of vacillation; and third, the valuations of CVCs with a financial investment motive are not significantly different from JEL Classification C12 Á C30 Á C38 Á G24 Á G32 Á M13

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Section: Capturing Investment Motivation Through Catamentioning

confidence: 99%

A world of difference? The impact of corporate venture capitalists’ investment motivation on startup valuation

et al. 2017

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“…To identify firms with dual or singular organizational objectives, we followed the research protocol used by Moss, et al (2011), by categorizing firms as either having a singular organizational objective (i.e., TVC firms), or dual organizational objective (i.e., PhVC firms).…”

Section: A Dependent Variable -Dual Vs Singular Objective Firmmentioning

confidence: 99%

“…The emergence of hybrid organizations, such as social enterprises, challenges traditional management theory geared towards economically oriented companies (Doherty et al 2013;Battilana et al, 2012;Moss et al, 2011). Hybrid firms have a primary objective of solving complex societal problems through market-based solutions (Certo and Miller, 2008;Austin, et al, 2006;Mair and Marti, 2006), while at the same time creating revenue strategies which enhance their likelihood of organizational survival (Gras and Mendoza, 2014;Carroll and Stater, 2009).…”

Section: Introductionmentioning

confidence: 99%

Ingredients Matter: How the Human Capital of Philanthropic and Traditional Venture Capital Differs

2015

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Philanthropic venture capital (PhVC), like traditional venture capital (TVC), provides funding and value added services to a portfolio of entrepreneurial firms. However, TVC differs from PhVC, as the primary goal of TVC is to maximize the economic return of its investments. In contrast, PhVC firms expect their portfolio companies to perform well in terms of both social and economic returns. Using both American and European firms, this paper explores and compares the human capital in PhVC and TVC firm founders. Our results show that there are key differences in both general and specific human capital between these firm types. While both TVC and PhVC firm founders have high levels of commercial experience, TVC firm founders tend to hold degrees in science, engineering, business, and law more frequently than PhVC firm founders. PhVC founders also differ from TVC founders by having greater work experience in the social sector.

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“…We explore how institutional theory informs our understanding of societal influences on social-business tensions and their management. Second, research in organizational identity distinguishes between the normative and utilitarian identities of social enterprises (Albert & Whetten, 1985;Moss, Short, Payne, & Lumpkin, 2011). We consider the insights this lens offers into how divergent identities influence organizational action.…”

Section: Theoretical Perspectives On Tensions Within Social Enterprisesmentioning

confidence: 99%

“…Yet many organizations have hybrid identities which are "composed of two or more types that would not normally be expected to go together" (Albert & Whetten, 1985: 270). Examples include research universities (Albert & Whetten, 1985), cooperatives (Foreman & Whetten, 2002), symphony orchestras (Glynn, 2000), hospitals (Pratt420 Business Ethics Quarterly identity arising from their social mission with a utilitarian identity arising from their business venture (Moss et al, 2011).…”

Section: Organizational Identitymentioning

confidence: 99%

Managing Social-Business Tensions: A Review and Research Agenda for Social Enterprises

Gonin

Besharov

Smith

2013

AMPROC

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In a world filled with poverty, environmental degradation, and moral injustice, social enterprises offer a ray of hope. These organizations seek to achieve social missions through business ventures. Yet social missions and business ventures are associated with divergent goals, values, norms, and identities. Attending to them simultaneously creates tensions, competing demands, and ethical dilemmas. Effectively understanding social enterprises therefore depends on insight into the nature and management of these tensions. While existing research recognizes tensions between social missions and business ventures, we lack any systematic analysis. Our paper addresses this issue. We first categorize the types of tensions that arise between social missions and business ventures, emphasizing their prevalence and variety. We then explore how four different organizational theories offer insight into these tensions, and we develop an agenda for future research. We end by arguing that a focus on social-business tensions not only expands insight into social enterprises, but also provides an opportunity for research on social enterprises to inform traditional organizational theories. Taken together, our analysis of tensions in social enterprises integrates and seeks to energize research on this expanding phenomenon. Michael GoninUniversity of Zurich and University of Lausanne Marya L. BesharovCornell University ABSTRACT: In a world filled with poverty, environmental degradation, and moral injustice, social enterprises offer a ray of hope. These organizations seek to achieve social missions through business ventures. Yet social missions and business ventures are associated with divergent goals, values, norms, and identities. Attending to them simultaneously creates tensions, competing demands, and ethical dilemmas. Effectively understanding social enterprises therefore depends on insight into the nature and management of these tensions. While existing research recognizes tensions between social missions and business ventures, we lack any systematic analysis. Our paper addresses this issue. We first categorize the types of tensions that arise between social missions and business ventures, emphasizing their prevalence and variety. We then explore how four different organizational theories offer insight into these tensions, and we develop an agenda for future research. We end by arguing that a focus on social-business tensions not only expands insight into social enterprises, but also provides an opportunity for research on social enterprises to inform traditional organizational theories. Taken together, our analysis of tensions in social enterprises integrates and seeks to energize research on this expanding phenomenon.

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Dual Identities in Social Ventures: An Exploratory Study

Cited by 275 publications

References 136 publications

A world of difference? The impact of corporate venture capitalists’ investment motivation on startup valuation

A world of difference? The impact of corporate venture capitalists’ investment motivation on startup valuation

Ingredients Matter: How the Human Capital of Philanthropic and Traditional Venture Capital Differs

Managing Social-Business Tensions: A Review and Research Agenda for Social Enterprises

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